Category: housing

MIL-OSI: Moomoo Foundation Celebrates 2025 Financial Literacy Month
Source: GlobeNewswire (MIL-OSI)
- Partnered with Working in Support of Education (W!se)
- Continued Campus Tour with Columbia University and New Jersey City University (NJCU)
- Published Financial Literacy Survey with moomoo’s North America users
JERSEY CITY, N.J., April 28, 2025 (GLOBE NEWSWIRE) — The intuitive global trading platform moomoo and its Moomoo Foundation with the dedication to boosting financial literacy, are excited to announce its 2025 plan to celebrate the financial literacy month with its North American users and communities worldwide.

This year, the moomoo foundation is partnering with the New York city-based educational nonprofit Working in Support of Education (W!se) to recognize the 100 Best W!se High Schools Teaching Personal Finance at Touro College in Midtown New York. Moomoo’s US CEO Neil McDonald presented awards to representatives from the 100 highest ranking high schools whose students excelled on W!se’s Financial Literacy Certification Test in the 2023-24 school year. Always held during April -Financial Literacy Month – the 100 best ceremony, is the first and only national ranking award to honor outstanding schools from W!se’s national network whose students performed well on the Test.

In addition, Moomoo Foundation will host a series of financial literacy seminars across the New York and New Jersey area. Moomoo Technology’s Vice President of Strategy Justin Zacks spoke about stock market fundamentals and equity trading at Columbia University on April 25 and will conduct a seminar at NJCU’s business school on May 2. Working with Columbia’s GCC and NJCU’s Student Development & Community Engagement team, moomoo continues its efforts of bringing financial inclusion to empower individual investors of all kinds, irrespective of ethnicity, age or gender, with the tools they need to make informed investment decisions.

Zacks said, “we are thrilled to extend our educational mission to the diverse academic audience in the Tri-State Area. These events reflect our long-term mission to inspire financial literacy at an early age and strengthen our community engagement with underserved demographics at every level of learning.”

To understand investors’ financial health and their personal finance behaviors and habits, moomoo also conducted a quarterly survey with its North American users. As the U.S. markets notched a second consecutive year of over 20% price appreciation. Many retail investors gained a positive return financially, but a new tariff policy and signs of an economic slowdown made some of them concerned.

The majority of moomoo users are better off than last year and many are able to save a consistent amount some of which is going into stocks. Low income and housing is a headwind for some and is preventing them from saving.

Moomoo’s users in Canada are closely watching political developments both at home and in the US in order to help them adjust their spending plans.

For more details, please download the moomoo North America financial literacy whitepaper here.

About Moomoo Foundation

Moomoo Foundation is a non-profit initiative launched by Moomoo, an intuitive investment and trading platform dedicated to financial empowerment. The foundation seeks to further Moomoo’s mission by promoting financial literacy, advancing economic equality, and fostering technological innovation.

Through strategic partnerships and targeted grants, Moomoo Foundation focuses on nurturing fintech startups that share its vision, working to build a more inclusive and forward-thinking financial landscape.

Our commitment goes beyond traditional philanthropy. At Moomoo Foundation, we are dedicated to establishing a sustainable, long-term approach that ensures our efforts make a lasting impact. We believe in equipping those we support with the knowledge, tools, and resources they need to shape their own financial journey and thrive as active participants in the investment world. For more information, please visit moomoo’s official website at

https://www.moomoo.com/us/moomoofoundation

About the Survey

The survey included approximately 1200 registered moomoo users in North America (1000 U.S. users, 200 Canada users) from March 14 to March. 23, 2025. The data shown in the survey represents the opinion of those surveyed and may change based on the market and other conditions. The survey results provided herein may not represent other customers’ experience, and there is no guarantee of future performance or success and should also not be construed as investment advice. Experiences may differ than the ones represented here. Investing involves risks regardless of the strategy selected.

This whitepaper is for informational and educational use only and is not a recommendation or endorsement of any particular investment or investment strategy. Past investment performance does not indicate or guarantee future success. You should consider the appropriateness of this information having regard to your relevant personal circumstances before making any investment decisions.

We do not provide tax advice and any tax-related information provided is general in nature and should not be considered tax advice. Consult a tax professional regarding your specific tax situation.

Moomoo is a financial information and trading app offered by Moomoo Technologies Inc. In the U.S., Investment products and services on Moomoo are offered by Moomoo Financial Inc., Member FINRA/SIPC.

About moomoo
Moomoo is a leading global investment and trading platform dedicated to empowering investors with user-friendly tools, data, and insights. Our platform is designed to provide essential information and technology, enabling users to make more-informed investment decisions. With advanced charting tools, pro-level analytical features, moomoo evolves alongside our users, fostering a dynamic community where investors can share, learn, and grow together.

Founded in the U.S., moomoo operates globally, serving investors in countries such as the US, Singapore, Australia, Japan, Canada and Malaysia. As a subsidiary of a Nasdaq-listed Futu Holdings (FUTU), we take pride in our role as a global strategic partner of the Nasdaq, earning numerous international accolades from renowned industry leaders such as Benzinga and Fintech Breakthrough. Moomoo has also received multiple awards in the US, Singapore, and Australia for its innovative, inclusive approach to investing.

For more information, please visit moomoo’s official website at www.moomoo.com or feel free to email us: pr@us.moomoo.com.

Moomoo is a financial information and trading app offered by Moomoo Technologies Inc. In the U.S., Investment products and services on Moomoo are offered by Moomoo Financial Inc., Member FINRA/SIPC.

Investing is risky. Securities offered through Moomoo FInancial Inc. Member FINRA/SIPC

W!se and Nasdaq are independent third parties, not affiliated with Moomoo Financial Inc., Moomoo Technologies Inc., or its affiliates.

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/f5a4ba7f-fa71-4fad-8fb2-6066d1f2c32c

The MIL Network –
April 29, 2025

MIL-OSI: Aktsiaselts Infortar 2024 audited Annual Report

Source: GlobeNewswire (MIL-OSI)

The Supervisory Board of Aktsiaselts Infortar approved the audited annual report for 2024 and will submit it to the Annual General Meeting for approval.

Major events

Maritime transport

In the summer, Infortar invested €110 million in acquiring Tallink Grupp (Tallink) shares, increasing its shareholding in Tallink to 68.5%.

The total number of passengers in 2024 reached 5.6 million. As of the end of the financial year, Tallink operated 14 vessels. Three vessels were chartered out during the year. The number of transported cargo units exceeded 303,000, and passenger vehicles transported totalled 777,000.

Energy

Infortar’s subsidiary, Elenger Grupp (Elenger), signed a €120 million agreement with the German energy conglomerate EWE AG to acquire EWE Group’s business operations in Poland. The transaction included natural gas assets, a distribution network in Western Poland, and all energy sales segments.

In 2024, Elenger sold a total of 18.4 TWh of energy (15.9 TWh in 2023). Sales in Estonia accounted for 16% of the total energy sales in 2024. The company’s market share in gas sales across the Finland-Baltic gas market for the year was 24.3%.

Real estate

Infortar’s real estate portfolio has expanded from 100,000 to 141,000 square meters over the past year. At the end of last year, the Rimi logistics centre in Saue received its occupancy permit. This summer, a new bridge in Pärnu will be completed, followed by the opening of Lasnamäe’s second DEPO store in Estonia next year. In early 2028, the Kangru-Saku section of the Rail Baltica main route will also be completed.

Key figures of financial year

Key figures	12 months 2024	12 months 2023
Sales revenue. m€	1 371.775	1 084.626
Gross profit. m€	128.628	149.473
EBITDA. m€	145.275	143.283
EBITDA margin (%)	10.6%	13.2%
Operating profit. EBIT. m€	77.024	123.628
Total profit(-loss). m€^1,2	193.670	293.830
EPS (euros)²	9.36	14.62
Total equity m€	1 166.221	820.210
Total liabilities m€³	1 223.287	441.160
Net debt m€⁴	1 055.708	354.045
Investment loans to EBITDA (ratio)⁵	3.0x	1.7x

^1.The 2024 financial year total profit includes a one-off revaluation of €94 million, mainly arising from the acquisition of Tallink. The 2023 financial year profit includes a one-off revaluation of €159 million, mainly arising from the acquisition of Gaso.

^2. In the Q4 and 12-month annual results reported on 25 February 2025, the consolidated total profit for the financial year was €173.351 million, and earnings per share (EPS) amounted to €8.46. Adjustments have been made in the audited figures, mainly related to the purchase price allocation of Tallink Grupp, resulting in an increase of €20.319 million in the total profit for the annual year and an increase of earnings per share (EPS) by 0.9 euros.

^3–4. The significant increase in liabilities and net debt is due to the consolidation of Tallink’s loans into Infortar’s financial statements in 2024.

^5. Infortar Group’s investment loans / EBITDA ratio. For 2024 Tallink’s 12-month EBITDA (€265.447 million) has been used for comparability purposes

Revenue

2024. financial year, the group´s consolidated sales revenue increased by €287.149 million reaching €1 371.775 million (compared to €1 084.626 million in 2023). A significant impact was made by the consolidation of Tallink Grupp’s results into Infortar’s consolidated financial statements starting from August 1, 2024.

EBITDA and Segment Reporting

Maritime transport Segment: The EBITDA for the maritime transport segment in 2024 financial year was €175.181 million (compared to €214.528 million in the 2023 financial year). In segment reporting 100% Tallink results are presented.

Tallink´s financial results were affected by difficult economic environment across all our home markets, and the lowest consumer confidence levels in a decade.

Energy Segment: The EBITDA for the energy segment of the 2024 financial year was €77.235 million (compared to €135.999 million in 2023). Warmer winter led to a decrease in sales volumes, which in turn impacted profitability in the fourth quarter.

Real Estate Segment: The profitability assessment considers the EBITDA of individual real estate companies. The EBITDA for the real estate segment of the 2024 financial year was €13.567 million (compared to €12.39 million in 2023). Three new buildings at Liivalaia 9, Tähesaju 9, and Tähesaju 11 were included in the accounting for the 2023 financial year.

Total Profit

The consolidated total profit for the 2024 financial year was €193.67 million (compared to €293.83 million in the 2023 financial year). One-off significant impacts included the effects related to the acquisition of Tallink in 2024 and Latvian gas distribution company Gaso in 2023. The consolidated operating profit for the 2024 financial year was €77.024 million (compared to €123.628 million in 2023).

Investments

Infortar entered the agricultural sector by acquiring one of Estonia’s largest dairy farms in Halinga and began constructing a biomethane plant next to the farm for local biomethane production. Infortar invested €110 million in purchasing Tallink shares, increasing its shareholding in Tallink to 68,5%.

Infortar subsidiary Elenger signed a €120 million agreement with the German energy group EWE AG to acquire EWE Group’s entire Polish business. The transaction includes the natural gas distribution network in Western Poland as well as all energy sales operations.

Financing

Loan and lease liabilities amounted to €1 223.287 million in 2024 financial year (compared to €441.16 million in 2023 financial year). Significant increase in the 2024 financial year is primarily due to the line-by-line consolidation of Tallink Grupp, which resulted in the full inclusion of Tallink’s liabilities among the group’s obligations.

Proportionally to the growth in assets, Infortar’s net debt increased by €701.663 million, reaching €1 055.708 million (compared to €354,045 million in 2023 financial year). The net debt to EBITDA ratio was 3.4.

Dividends

According to the dividend policy, the objective is to pay dividends of at least 1 euro per share per financial year. Dividend payments are made semi-annually. Infortar Group’s management proposes to pay a dividend of 3 euros per share for the 2024 financial year results.

Consolidated statement of profit or loss and other comprehensive income

(in thousands of EUR)	12 months 2024	12 months 2023
Revenue	1 371 775	1 084 626
Cost of goods (goods and services) sold	-1 243 034	-934 811
Write-down of receivables	-113	-342
Gross profit	128 628	149 473
Marketing expenses	-21 086	-1 620
General administrative expenses	-50 438	-22 085
Profit (loss) from biological assets	-139	0
Profit (loss) from the change in the fair value of the investment property	-949	-4 074
Profit (loss) from changes in the fair value of fixed assets	-8 691
Unsettled gain/loss on derivative financial instruments	26 672	1 969
Other operating revenue	4 682	2 523
Other operating expenses	-1 655	-2 558
Operating profit	77 024	123 628
Profit (loss) from investments accounted for by equity method	22 974	39 639
Financial income and expenses	13 392	0
Other financial investments	-50	-4
Interest expense	-38 274	-22 573
Interest income	4 979	2 765
Profit (loss) from changes in exchange rates	100	-173
Gain from bargain purchase	93 659	159 158
Total financial income and expenses	73 806	139 173
Profit before tax	173 804	302 440
Corporate income tax	19 866	-8 610
Profit for the financial year	193 670	293 830
including:
Profit attributable to the owners of the parent company	191 253	293 778
Profit attributable to non-controlling interest	2 417	52
Other comprehensive income
Items that will not be reclassified to profit or loss
Revaluation of post-employment benefit obligations	-141	-44
Items that may be subsequently reclassified to the income statement:
Revaluation of risk hedging instruments	-45 792	-58 189
Exchange rate differences attributable to foreign subsidiaries	53	-42
Total of other comprehensive income	-45 880	-58 275
Total income	147 790	235 555
including:
Comprehensive profit attributable to the owners of the parent company	145 514	235 503
Comprehensive profit attributable to non-controlling interest	2 417	52
Ordinary earnings per share (in euros per share)	9,36	14,62
Diluted earnings per share (in euros per share)	9,12	14,15

Consolidated statement of financial position

(in thousands of EUR)	31.12.24	31.12.23
Current assets
Cash and cash equivalents	167 579	87 115
Short-term derivatives	8 333	28 728
Settled derivative receivables	676	5 958
Other prepayments and receivables	155 351	162 575
Prepaid taxes	3 831	925
Trade and other receivables	38 517	20 185
Prepayments for inventories	2 498	3 493
Inventories	215 914	146 884
Biological assets	941	0
Total current assets	593 640	455 863
Non-current assets
Investments to associates	16 603	346 014
Long-term derivative instruments	3 214	1 125
Long-term loans and other receivables	35 163	9 072
Investment property	67 931	176 024
Property, plant and equipment	1 909 458	446 748
Intangible assets	38 874	14 366
Right-of-use assets	47 598	11 300
Biological assets	2 753	0
Total non-current assets	2 121 594	1 004 649
TOTAL ASSETS	2 715 234	1 460 512

(in thousands of EUR)	31.12.24	31.12.23
Current liabilities
Loan liabilities	497 162	184 259
Rental liabilities	9 020	1 766
Payables to suppliers	87 941	74 751
Tax obligations	49 354	32 822
Buyers’ advances	31 126	3 099
Settled derivatives	8 728	1 463
Other current liabilities	63 431	10 851
Short term derivatives	27 704	3 659
Total current liabilities	774 466	312 670
Non-current liabilities
Long-term provisions	9 946	8 399
Deferred taxes	2 816	33 233
Other long-term liabilities	43 209	30 679
Long-term derivatives	1 471	186
Loan-liabilities	676 670	246 410
Rental liabilities	40 435	8 725
Total non-current liabilities	774 547	327 632
TOTAL LIABILITIES	1 549 013	640 302

(in thousands of EUR)	31.12.24	31.12.23
Equity
Share capital	2 117	2 105
Own shares	-72	-95
Share premium	32 484	29 344
Reserve capital	212	205
Option reserve	6 223	3 864
Hedging reserve*	-21 674	24 118
Unrealised exchange rate differences	45	-39
Post-employment benefit obligation reserve	-185	-44
Retained earnings from previous periods	890 167	759 918
Total equity attributable to equity holders of the Parent	909 317	819 376
Minority interests	256 904	834
Total equity	1 166 221	820 210

TOTAL LIABILITIES AND EQUITY	2 715 234	1 460 512

Consolidated statement of cash flows

Cash flows from operating activities
(in thousands of EUR)	12 months 2024	12 months 2023
Profit for the financial year	193 670	293 830
Adjustments:
Depreciation, amortisation, and impairment of non-current assets	68 251	19 655
Change in the fair value of the investment property	-22 974	-39 639
Change in the value of derivatives	-1 483	54 122
Other financial income/expenses	-112 030	-161 965
Calculated interest expenses	38 274	22 573
Profit/loss from non-current assets sold	-955	-91
Income from grants recognised as revenue	-643	784
Corporate income tax expense	-19 866	8 610
Income tax paid	-10 551	-267
Change in receivables and prepayments related to operating activities	52 023	54 540
Change in inventories	-12 831	-61 914
Change in payables and prepayments relating to operating activities	-81 275	-406
Change in biological assets	-322	0
Total cash flows from operating activities	89 288	189 832

Cash flows from investing activities
Purchases of associates	0	-10 314
Purchases of subsidiaries	-111 684	-103 414
Received dividends	20 862	0
Given loans	1 918	6 652
Interest gain	4 953	2 691
Purchases Investment property	-10 352	-18 304
Purchases of property, plant and equipment	-27 835	-18 143
Proceeds from sale of property	1 561	-252
Total cash flows used in investing activities	-120 577	-141 084

Cash flows used in financing activities	12 months 2024	12 months 2023
Proceeds from targeted financing	225	0
Changes in overdraft	12 863	14 348
Proceeds from borrowings	358 731	287 606
Repayments of borrowings	-151 790	-312 846
Repayment of finance lease liabilities	-11 300	-2 233
Interest paid	-39 153	-22 224
Dividends paid	-60 997	-15 750
Gain from share emission	3 174	29 464
Total cash flows used in financing activities	111 753	-21 635

TOTAL NET CASH FLOW	80 464	27 113
Cash at the beginning of the year	87 115	60 002
Cash at the end of the period	167 579	87 115
Net (decrease)/increase in cash	80 464	27 113

The 2024 Annual Report of Aktsiaselts Infortar is attached to this notice and will be made available on the website Reports | Infortar.

Infortar operates in seven countries, the company’s main fields of activity are maritime transport, energy and real estate. Infortar owns a 68.47% stake in Tallink Grupp, a 100% stake in Elenger Grupp and a versatile and modern real estate portfolio of approx. 141,000 m2. In addition to the three main areas of activity, Infortar also operates in construction and mineral resources, agriculture, printing, and other areas. A total of 110 companies belong to the Infortar group: 101 subsidiaries, 4 affiliated companies and 5 subsidiaries of affiliated companies. Excluding affiliates, Infortar employs 6,228 people.

Additional information:

Kadri Laanvee
Investor Relations Manager
Phone: +372 5156662
e-mail: kadri.laanvee@infortar.ee
www.infortar.ee/en/investor

Attachments

The MIL Network –

April 29, 2025

MIL-OSI: Champion Safe Company Wraps Up a Strong Showing at the 154th NRA Annual Meeting

Source: GlobeNewswire (MIL-OSI)

PROVO, UT, April 28, 2025 (GLOBE NEWSWIRE) — Champion Safe Company, a leading manufacturer of premium safes and wholly-owned subsidiary of American Rebel Holdings, Inc. (NASDAQ: AREB), America’s Patriotic Brand (americanrebel.com), is proud to announce a strong and successful presence at the 154th NRA Annual Meetings & Exhibits held this past weekend in Atlanta, Georgia. Champion’s booth saw steady traffic and enthusiastic interest from NRA members passionate about protecting their firearms, their families, and their Second Amendment rights.

“Our team was energized by the incredible passion and patriotism of the NRA members we met in Atlanta,” said Tom Mihalek, CEO of Champion Safe Company. “It’s clear that Champion’s commitment to building safes with American-made steel and uncompromising strength really resonates with people who care deeply about freedom and security.”

Throughout the event, attendees explored Champion’s full lineup of gun safes and vault doors, drawn to the company’s reputation for superior strength, fire protection, and craftsmanship. Many took advantage of show specials, and the strong interest in Champion products led to a significant boost to the brand during the weekend.

“The NRA Annual Meeting is a reminder of why we do what we do,” Mihalek added. “Champion safes are built to protect the rights, values, and possessions that matter most to Americans.”

Champion Safe Company extends its thanks to the NRA, the City of Atlanta, The Atlanta Safe House and the thousands of attendees who made the 154th Annual Meeting a tremendous success.

For more information about Champion Safe, visit championsafe.com.

About Champion Safe Company

Champion Safe Company has been at the forefront of safe manufacturing for over 25 years, offering a range of high-quality safes designed for ultimate security and fire protection. With a commitment to craftsmanship and innovation, Champion Safes are trusted by homeowners, gun owners, and businesses across the nation.

About American Rebel Holdings, Inc.

American Rebel Holdings, Inc. (NASDAQ: AREB) has operated primarily as a designer, manufacturer and marketer of branded safes and personal security and self-defense products and has recently transitioned into the beverage industry through the introduction of American Rebel Beer. The Company also designs and produces branded apparel and accessories. To learn more, visit americanrebel.com and americanrebelbeer.com. For investor information, visit americanrebel.com/investor-relations.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. American Rebel Holdings, Inc., (NASDAQ: AREB; AREBW) (the “Company,” “American Rebel,” “we,” “our” or “us”) desires to take advantage of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and is including this cautionary statement in connection with this safe harbor legislation. The words “forecasts” “believe,” “may,” “estimate,” “continue,” “anticipate,” “intend,” “should,” “plan,” “could,” “target,” “potential,” “is likely,” “expect” and similar expressions, as they relate to us, are intended to identify forward-looking statements. We have based these forward-looking statements primarily on our current expectations and projections about future events and financial trends that we believe may affect our financial condition, results of operations, business strategy, and financial needs. Important factors that could cause actual results to differ from those in the forward-looking statements include benefits of the meeting, actual effect of the meeting on sales, margin and profit growth, our ability to effectively execute our business plan, and the Risk Factors contained within AREB’s filings with the SEC, including its Annual Report on Form 10-K for the year ended December 31, 2023 and Form 10-Q for the nine months ended September 30, 2024. Any forward-looking statement made by us herein speaks only as of the date on which it is made. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. We undertake no obligation to publicly update any forward-looking statements, whether as a result of new information, future developments or otherwise, except as may be required by law.

Contact:
ir@americanrebel.com

The MIL Network –

April 29, 2025
MIL-OSI: Arctic Wolf and Anthropic to Advance R&D for Next-Generation Autonomous SOC

Source: GlobeNewswire (MIL-OSI)

EDEN PRAIRIE, Minn., April 28, 2025 (GLOBE NEWSWIRE) — Arctic Wolf, a global leader in security operations, today announced a strategic collaboration with Anthropic, a leading AI safety and research company, to accelerate the development of next-generation autonomous Security Operations Centers (SOCs). This collaboration combines the human augmented AI capabilities of the Arctic Wolf Aurora Platform, home to one of the world’s largest commercial SOCs, with Anthropic’s cutting-edge AI models and deep expertise in building safe, interpretable, and controllable AI systems.

The Arctic Wolf Aurora Platform, built on an open XDR architecture, processes more than 8 trillion security events each week across endpoint, network, cloud, and identity, integrating with hundreds of third-party tools to deliver broad, real-time visibility across the enterprise. With a global customer base of over 10,000 organizations and millions of hours of analyst experience, Arctic Wolf has built one of the most robust and operationalized data lakes in cybersecurity.

Building on this foundation, Arctic Wolf is collaborating with Anthropic to apply cutting-edge AI in ways that drive measurable improvements in security outcomes. Together, Arctic Wolf’s massive datasets and Anthropic’s LLM models aim to accelerate automation within the Arctic Wolf’s AI-powered SOC by improving detection precision, accelerating response, and strengthening cyber resilience as threats grow in volume and complexity.

The first output of the Arctic Wolf and Anthropic collaboration is Cipher, an AI security assistant. Purpose-built to help customers extract deeper insights from the Arctic Wolf Aurora Platform, Cipher meets the highest standards of safety, privacy, and performance. Its launch marks a concrete step toward delivering on the promise of the autonomous SOC, demonstrating how AI can augment security teams with new levels of speed, accuracy, and intelligence at scale.

“To keep up with the speed and complexity of today’s cyber threats, the Autonomous SOC is no longer aspirational, it’s essential,” said Dan Schiappa, president, technology and services, Arctic Wolf. “Anthropic brings world-class AI research and a deep commitment to building safe, high-performing systems. When paired with the scale of Arctic Wolf’s threat data, the openness of our platform, and the operational depth of our global SOC, we have everything needed to redefine what security operations can be.”

“As model capabilities increase, access to expert, domain-specific data remains the bottleneck in highly complex jobs like cyber operations,” said Michael Gerstenhaber, VP of product, Anthropic. “We’re proud to support Arctic Wolf’s development of Cipher and excited to see how it empowers security teams with instant, reliable access to the intelligence they need to conduct their operations.”

To learn more about the Arctic Wolf and Anthropic collaboration, or see Cipher in action, visit Arctic Wolf at the RSA Conference (Booth S-549) in San Francisco from April 28 – May 1.

About Arctic Wolf
Arctic Wolf^® is a global leader in security operations, delivering the first cloud-native security operations platform to end cyber risk. Built on open XDR architecture, the Arctic Wolf Aurora Platform operates at a massive scale and combines the power of artificial intelligence with world-class security experts to provide 24×7 monitoring, detection, response, and risk management. We make security work!

To learn more about Arctic Wolf, visit www.arcticwolf.com.

Press Contact:
Lauren Back
PR@arcticwolf.com

© 2025 Arctic Wolf Networks, Inc., All Rights Reserved. Arctic Wolf, Aurora, Alpha AI, Arctic Wolf Security Operations Cloud, Arctic Wolf Managed Detection and Response, Arctic Wolf Managed Risk, Arctic Wolf Managed Security Awareness, Arctic Wolf Incident Response, and Arctic Wolf Concierge Security Team are either trademarks or registered trademarks of Arctic Wolf Networks, Inc. or Arctic Wolf Networks Canada, Inc. and any subsidiaries in Canada, the United States, and/or other countries.

The MIL Network –

April 29, 2025
MIL-OSI Global: Italy’s Meloni is positioning herself as bridge between EU and Trump – but will it work?

Source: The Conversation – Global Perspectives – By Julia Khrebtan-Hörhager, Associate Professor of Critical Cultural & International Studies, Colorado State University

Italy Prime Minister Giorgia Meloni looks to thread a divide. Brendan Smialowski/AFP via Getty Images

Italian Prime Minister Giorgia Meloni recently became the first European leader to visit the United States after President Donald Trump announced a new tariff regime on trading partners, including a 20% levy on imports from the European Union.

While those tariffs are currently on hold, the ongoing threat of them being enacted provided a telling backdrop for Meloni’s mid-April 2025 visit.

Controversial and often perceived by critics as calculating, Meloni has walked a tightrope between European Union solidarity and embracing far-right causes since becoming Italy’s prime minister in 2022. She was the only European leader to attend Trump’s inauguration in January 2025 and counts tech titan Elon Musk among her allies.

In many ways, Meloni reflects Europe’s own identity crisis: a regional power with global ambition. Italy, after all, was a founding pillar of the European Union, hosting the signing of the Treaties of Rome in 1957 establishing the European common market. Yet, for decades, Italy has often stood just outside the core of EU influence, overshadowed by the Franco-German partnership.

Still, when the moment is right, Italy knows how to wield its leverage, especially as a bridge between clashing camps in Brussels.

In Washington, Meloni made her pitch to Trump: a tighter ideological alliance over shared disdain for “woke” politics, diversity, equity and inclusion agendas, and lax immigration. She offered a sweetener – more Italian investment in the U.S. as a sop to the transatlantic trade dispute. But she also reiterated her and the EU’s support for Ukraine, a direct contrast to Trump’s skepticism to continued U.S. support in Ukraine’s conflict with Russia.

In so doing, Meloni has cast herself as someone who can serve both Brussels and Washington without burning bridges on either side. The gamble? That balancing act could backfire. Trump’s demands over trade and increased defense spending by NATO countries force Meloni to choose between appeasing Washington or staying in line with EU norms. Her overtures to Trump risk alienating key European allies who are wary of his disruptive politics.

In trying to play both sides, she could end up isolated from both – undermining Italy’s credibility and influence on the world stage.

Italy was a founder member of the European Union, but it is often a third wheel behind Germany and France.
Simona Granati/Corbis/Corbis via Getty Images

Meloni as a bridge

The story of modern Italy has been one of playing off sides.

During the Cold War, Italy walked a fine line between NATO commitments and accommodating a powerful domestic Communist Party.

Italy was regularly governed by a series of often fraught center-right coalitions that were forced to navigate fractious politics and quid pro quo political violence between the far right and far left. The center-right Christian Democrats that dominated this period married conservatism at home with a strong pro-European outlook.

In the first decades after the Cold War ended, Italy continued to carve out its own lane – pushing for leniency on issues like immigration and fiscal rules. The period saw Italy oscillate between pro-European integration and bouts of euroscepticism, with successive governments frequently challenging Brussels over budgetary constraints or border management.

Meloni’s own rise is deeply rooted in the post-2015 tensions, when Italy – overwhelmed by the Mediterranean migrant crisis – felt abandoned by its European partners. Her party’s hard-line stance on immigration capitalized on public frustration. While she now presents herself as firmly pro-EU, it’s a version of Europe that aligns with her own vision: more secure borders, stronger national sovereignty and less technocratic interference.

Ironically, as the bloc itself drifts rightward on migration, Meloni’s positions no longer seem so fringe – perhaps allowing her to embrace the EU pragmatically, even as she critiques it ideologically. Meloni’s own background and rise reflect this ambiguity and duality. Emerging from a political movement with fascist roots, she now presents herself as a passionate Europeanist and pacifist while maintaining right-wing positions on immigration and cultural issues.

Meloni has governed in that fashion: cultivating ties with conservative heavyweights like Trump and right-wing European leaders, pushing back against Brussels on contentious policy issues, but also remaining firmly committed to the European project when it suits her. Especially when the economy is at stake.

Meloni as pragmatic European

Meloni’s strongly nationalist rhetoric and right-wing cultural views might appear at odds with the EU’s purpose, but her approach to the continent is highly pragmatic.

While she regularly critiques EU bureaucracy at home, her government remains the largest recipient of EU recovery funds, securing €191.5 billion (US$218 billion) from the EU’s post-COVID recovery plan program. That critical cash infusion for an aging country with persistently sluggish growth comes with a commitment to enact a series of stringent fiscal reforms and austerity measures by 2026. In addition, Italy continues to benefit from long-standing cohesion and structural funds, particularly the economically struggling south,.

Meanwhile, Meloni’s support for Ukraine helps her stand apart from pro-Russia voices in her coalition and strengthens Italy’s standing with NATO and the EU. It’s another strategic move that boosts her credibility both at home and abroad. Far from being a fringe player, Italy under Meloni is central to the EU’s narrative of unity, solidarity and survival.

A spaghetti Western alliance?

While Meloni reconciles her nationalist views vis-a-vis the supranationalist EU, she has also prioritized selling her idea of Italy on a bilateral basis.

That has largely focused on a shrewd charm offensive in the U.S., particularly since the return of Trump, whose right-wing administration provides any easy fit for Meloni. She has attempted to play both Trump and Musk to Italy’s advantage, leveraging Rome’s geopolitical position to secure economic agreements and ease tensions wrought by Trump tariffs, which Meloni called “wrong.”

Trump has been quick to praise her stance against “anti-woke” politics, while Meloni promises to help resolve trade issues and boost U.S. gas imports, all while keeping Italy at the forefront of negotiations. With Musk, she has attempted to position Italy as a key partner in tech and energy, navigating the global game with both finesse and ambition.

Italy runs a substantial trade surplus with the U.S. and underspends on NATO defense – two things that typically trigger Trump’s criticism. Yet with Meloni, Trump has been full of admiration: “She’s taken Europe by storm,” he said in April, agreeing during their last meeting to meet again in Rome in the near future.

Italian Prime Minister Giorgia Meloni, left, has expressed solidarity with Ukrainian President Volodymyr Zelenskyy.
Thierry Monasse/Getty Images

Meloni’s diplomatic ambitions extend beyond the U.S., including making moves in the Middle East, particularly with Saudi Arabia. By promoting Italy as a gateway to Europe, she is securing key investments in energy and infrastructure, while boosting Italian exports and increasing her diplomatic leverage. The fact that many in Europe, and indeed Italy, eye such overtures toward Saudi money with distaste, appears neither here nor there. After all, in Italy there has long been an attitude among leaders that “money does not smell” – or “pecunia non olet” as the locals say – a phrase that by legend was uttered by Emperor Vespasian while slapping a tax on public urinals.

Will all roads lead to Rome?

While Meloni’s approach of casting Italy as a bridge between the U.S. and Europe may yield some short-term diplomatic gains, it’s nonetheless a delicate path fraught with risk. Cozying up to Washington under Trump, whose policies – especially on trade – have engendered widespread outrage in Europe, risks ruffling feathers in Brussels. Indeed, while Trump praised Meloni’s leadership, and both sides talked trade with no urgency on tariffs, Europe watched warily.

Trying to navigate between Trump’s protectionist leanings and the EU’s collective trade stance could leave Meloni unable to satisfy either side. Should Trump push for concessions – like shrinking Italy’s trade surplus with the U.S. or increasing defense spending – Meloni may find herself at odds with EU standards and alienating European partners. But leaning too far into EU alignment – and the bloc’s commitment to Ukraine – risks souring her ties with Trump’s camp, potentially weakening her influence across the Atlantic.

In trying to please both Washington and Brussels, Meloni could end up with enemies on both fronts – and very few wins to show for it.

The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

– ref. Italy’s Meloni is positioning herself as bridge between EU and Trump – but will it work? – https://theconversation.com/italys-meloni-is-positioning-herself-as-bridge-between-eu-and-trump-but-will-it-work-254955

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI Global: Oshikatsu, the fandom phenomenon Japan hopes can boost its flagging economy

Source: The Conversation – Global Perspectives – By Fabio Gygi, Senior Lecturer in Anthropology, SOAS, University of London

Posters in Tokyo’s enormous Shinjuku railway station are normally used for advertising commodities like cosmetics and food, as well as new films. But occasionally you may happen across a poster with a birthday message and a picture of a young man, often from a boy band and typically with impeccable looks.

These posters are created by specialised advertising companies and are paid for by adoring fans. They are part of a phenomenon called oshikatsu, a term coined in recent years that is made from the Japanese words for “push” and “activity”.

Oshikatsu refers to the efforts fans engage in to support their favourite oshi, which can mean an entertainer, an anime or manga character, or a group they admire and want to “push”.

A considerable part of this support is economic in nature. Fans attend events and concerts, or buy merchandise such as CDs, posters and other collectables. Other forms of oshikatsu are meant to spread the fame of their idol by sharing content about their oshi, engaging in social media campaigns, and writing fan fiction or drawing fan art.

A birthday message for Kogun, a South Korean singer trying to make it in Japan, in 2022.
Fabio Gygi, CC BY-NC-ND

Oshikatsu developed out of the desire of fans to have a closer link to their idols. The combination of oshi and katsu first appeared on social media networks in 2016 and became widespread as a hashtag on Twitter in 2018. In 2021, oshikatsu was nominated as a candidate for Japan’s word of the year, a sign that its use had become mainstream.

Now, it has appeared on the radar of corporate Japan. The reason for this is a burst of inflation in recent years, caused by pandemic supply chain disruption and geopolitical shocks, that has caused Japanese consumers to reduce their spending.

However, with wages set to rise again for the third time in three years, the government is cautiously optimistic that economic growth can be rekindled through consumer-driven spending. Entertainment and media companies are looking to oshikatsu as a potential driver of this, although it is unclear whether the upcoming pay hikes will be sufficient.

A widespread phenomenon

Contrary to popular perception, oshikatsu is no longer the purview solely of subcultures or young people. It has made inroads with older age groups in Japan as well.

According to a 2024 survey by Japanese marketing research company Harumeku, 46% of women aged in their 50s have an oshi that they support financially. Older generations tend to have more money to spend, especially after their own children have finished education.

Oshikatsu also signifies an interesting reversal in terms of gender. While husbands in the traditional Japanese household are still expected to be breadwinners, in oshikatsu it is more often women who financially support young men.

How much fans spend on their oshi depends. According to a recent survey by Japanese marketing company CDG and Oshicoco, an advertising agency specialising in oshikatsu, the average amount fans spend on activities related to their oshis is 250,000 yen (about £1,300) annually.

This contributes an estimated 3.5 trillion yen (£18.8 billion) to the Japanese economy each year, and accounts for 2.1% of Japan’s total annual retail sales.

Oshikatsu will drive up consumer spending. But I doubt it will have the impact on the Japanese economy that the authorities are hoping for. For the younger fans, the danger is that government approval will kill any kind of cool clout, making oshikatsu less appealing to these people in the long run.

And if you support an oshi who has not yet made it, you may have a stronger sense that your support matters. Hence some of the spending will go directly to individuals, rather than to established corporate superstars. But it’s also possible that struggling young oshis may spend more of this money than established celebrities.

Japan hopes that fandom can help revitalise its economy.
amri48 / Shutterstock

The international press is focusing either on the economic side of oshikatsu, or on the quirkiness of “obsessive” fans who get second jobs to support their oshi and mothers spending large sums on a man half their age. But what such coverage misses is the slow yet profound societal transformation that oshikatsu is a sign of.

Research from 2022 on people engaging in oshikatsu makes clear that “fan activities” address a deep wish for connection, validation and belonging. While this could be satisfied by friendship or an intimate partnership, an increasing number of Japanese young adults feel that such relationships are “bothersome”.

Young men are leading in this category, especially those who do not work as white-collar corporate workers with relatively stable jobs, the so-called salarymen. Many who work part time or in blue-collar jobs are finding it difficult to imagine a future in which they have families.

The tertiary sector is thus changing to accommodate an increasing number of services that turn intangible things such as friendship, companionship and escapist romance fantasies into paid-for services.

From non-sexual cuddling to renting a friend for the day or going on a date with a cross-dressing escort, temporary respite from loneliness can be sought on a per-hour basis. As a result, human connection itself is becoming something that can be consumed for a fee.

On the other hand, sharing oshikatsu activities can create new friendships. Fans coming together to worship their idols collectively is a powerful way of creating new communities. It remains to be seen how these shifts in the way people relate to each other will shape the future of Japan’s economy and society.

Fabio Gygi does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

– ref. Oshikatsu, the fandom phenomenon Japan hopes can boost its flagging economy – https://theconversation.com/oshikatsu-the-fandom-phenomenon-japan-hopes-can-boost-its-flagging-economy-253853

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI Global: 50 years later, Vietnam’s environment still bears the scars of war – and signals a dark future for Gaza and Ukraine

Source: The Conversation – Global Perspectives – By Pamela McElwee, Professor of Human Ecology, Rutgers University

During the Vietnam War, the U.S. bombed and defoliated vast areas of forest and protective mangroves. AP Photo

When the Vietnam War finally ended on April 30, 1975, it left behind a landscape scarred with environmental damage. Vast stretches of coastal mangroves, once housing rich stocks of fish and birds, lay in ruins. Forests that had boasted hundreds of species were reduced to dried-out fragments, overgrown with invasive grasses.

The term “ecocide” had been coined in the late 1960s to describe the U.S. military’s use of herbicides like Agent Orange and incendiary weapons like napalm to battle guerrilla forces that used jungles and marshes for cover.

Fifty years later, Vietnam’s degraded ecosystems and dioxin-contaminated soils and waters still reflect the long-term ecological consequences of the war. Efforts to restore these damaged landscapes and even to assess the long-term harm have been limited.

As an environmental scientist and anthropologist who has worked in Vietnam since the 1990s, I find the neglect and slow recovery efforts deeply troubling. Although the war spurred new international treaties aimed at protecting the environment during wartime, these efforts failed to compel post-war restoration for Vietnam. Current conflicts in Ukraine and the Middle East show these laws and treaties still aren’t effective.

Agent Orange and daisy cutters

The U.S. first sent ground troops to Vietnam in March 1965 to support South Vietnam against revolutionary forces and North Vietnamese troops, but the war had been going on for years before then. To fight an elusive enemy operating clandestinely at night and from hideouts deep in swamps and jungles, the U.S. military turned to environmental modification technologies.

The most well-known of these was Operation Ranch Hand, which sprayed at least 19 million gallons (75 million liters) of herbicides over approximately 6.4 million acres (2.6 million hectares), of South Vietnam. The chemicals fell on forests, and also on rivers, rice paddies and villages, exposing civilians and troops. More than half of that spraying involved the dioxin-contaminated defoliant Agent Orange.

A U.S. Air Force C-123 flies low along a South Vietnamese highway spraying defoliants on dense jungle growth beside the road to eliminate ambush sites during the Vietnam War.
AP Photo/Department of Defense

Herbicides were used to strip the leaf cover from forests, increase visibility along transportation routes and destroy crops suspected of supplying guerrilla forces.

As news of the damage from these tactics made it back to the U.S., scientists raised concerns about the campaign’s environmental impacts to President Lyndon Johnson, calling for a review of whether the U.S. was intentionally using chemical weapons. American military leaders’ position was that herbicides did not constitute chemical weapons under the Geneva Protocol, which the U.S. had yet to ratify.

Scientific organizations also initiated studies within Vietnam during the war, finding widespread destruction of mangroves, economic losses of rubber and timber plantations, and harm to lakes and waterways.

A photo at the War Remnants Museum in Ho Chi Minh City, historically known as Saigon, shows the damage at Cần Giờ mangrove forest. The mangrove forest was destroyed by herbicides, bombs and plows.
Gary Todd/Flickr

In 1969, evidence linked a chemical in Agent Orange, 2,4,5-T, to birth defects and stillbirths in mice because it contained TCDD, a particularly harmful dioxin. That led to a ban on domestic use and suspension of Agent Orange use by the military in April 1970, with the last mission flown in early 1971.

Incendiary weapons and the clearing of forests also ravaged rich ecosystems in Vietnam.

The U.S. Forest Service tested large-scale incineration of jungles by igniting barrels of fuel oil dropped from planes. Particularly feared by civilians was the use of napalm bombs, with more than 400,000 tons of the thickened petroleum used during the war. After these infernos, invasive grasses often took over in hardened, infertile soils.

Fires from napalm and other incendiary weapons cleared stretches of forest, in some cases scorching the soil so badly that nothing would regrow.
AP Photo

“Rome Plows,” massive bulldozers with an armor-fortified cutting blade, could clear 1,000 acres a day. Enormous concussive bombs, known as “daisy cutters”, flattened forests and set off shock waves killing everything within a 3,000-foot (900-meter) radius, down to earthworms in the soil.

The U.S. also engaged in weather modification through Project Popeye, a secret program from 1967 to 1972 that seeded clouds with silver iodide to prolong the monsoon season in an attempt to cut the flow of fighters and supplies coming down the Ho Chi Minh Trail from North Vietnam. Congress eventually passed a bipartisan resolution in 1973 urging an international treaty to prohibit the use of weather modification as a weapon of war. That treaty came into effect in 1978.

The U.S. military contended that all these tactics were operationally successful as a trade of trees for American lives.

Despite Congress’ concerns, there was little scrutiny of the environmental impacts of U.S. military operations and technologies. Research sites were hard to access, and there was no regular environmental monitoring.

Recovery efforts have been slow

After the fall of Saigon to North Vietnamese troops on April 30, 1975, the U.S. imposed a trade and economic embargo on all of Vietnam, leaving the country both war-damaged and cash-strapped.

Vietnamese scientists told me they cobbled together small-scale studies. One found a dramatic drop in bird and mammal diversity in forests. In the A Lưới valley of central Vietnam, 80% of forests subjected to herbicides had not recovered by the early 1980s. Biologists found only 24 bird and five mammal species in those areas, far below normal in unsprayed forests.

Only a handful of ecosystem restoration projects were attempted, hampered by shoestring budgets. The most notable began in 1978, when foresters began hand-replanting mangroves at the mouth of the Saigon River in Cần Giờ forest, an area that had been completely denuded.

Mangroves have been replanted in the Cần Giờ Biosphere Reserve near Ho Chi Minh City, but their restoration took decades.
Tho Nau/Flickr, CC BY

In inland areas, widespread tree-planting programs in the late 1980s and 1990s finally took root, but they focused on planting exotic trees like acacia, which did not restore the original diversity of the natural forests.

Chemical cleanup is still underway

For years, the U.S. also denied responsibility for Agent Orange cleanup, despite the recognition of dioxin-associated illnesses among U.S. veterans and testing that revealed continuing dioxin exposure among potentially tens of thousands of Vietnamese.

The first remediation agreement between the two countries only occurred in 2006, after persistent advocacy by veterans, scientists and nongovernmental organizations led Congress to appropriate US$3 million for the remediation of the Da Nang airport.

That project, completed in 2018, treated 150,000 cubic meters of dioxin-laden soil at an eventual cost of over $115 million, paid mostly by the U.S. Agency for International Development, or USAID. The cleanup required lakes to be drained and contaminated soil, which had seeped more than 9 feet (3 meters) deeper than expected, to be piled and heated to break down the dioxin molecules.

Large amounts of Agent Orange had been stored at the Da Nang airport during the war and contaminated the soil with dioxin. The cleanup project, including heating contaminated soil to high temperatures, was completed in 2018.
Richard Nyberg/USAID

Another major hot spot is the heavily contaminated Biên Hoà airbase, where local residents continue to ingest high levels of dioxin through fish, chicken and ducks.

Agent Orange barrels were stored at the base, which leaked large amounts of the toxin into soil and water, where it continues to accumulate in animal tissue as it moves up the food chain. Remediation began in 2019; however, further work is at risk with the Trump administration’s near elimination of USAID, leaving it unclear if there will be any American experts in Vietnam in charge of administering this complex project.

Laws to prevent future ‘ecocide’ are complicated

While Agent Orange’s health effects have understandably drawn scrutiny, its long-term ecological consequences have not been well studied.

Current-day scientists have far more options than those 50 years ago, including satellite imagery, which is being used in Ukraine to identify fires, flooding and pollution. However, these tools cannot replace on-the-ground monitoring, which often is restricted or dangerous during wartime.

The legal situation is similarly complex.

In 1977, the Geneva Conventions governing conduct during wartime were revised to prohibit “widespread, long term, and severe damage to the natural environment.” A 1980 protocol restricted incendiary weapons. Yet oil fires set by Iraq during the Gulf War in 1991, and recent environmental damage in the Gaza Strip, Ukraine and Syria indicate the limits of relying on treaties when there are no strong mechanisms to ensure compliance.

Remediation work to remove dioxin contamination was just getting started at the former Biên Hoà Air Base in Vietnam when USAID’s staff was dismantled in 2025.
USAID Vietnam, CC BY-NC

An international campaign currently underway calls for an amendment to the Rome Statute of the International Criminal Court to add ecocide as a fifth prosecutable crime alongside genocide, crimes against humanity, war crimes and aggression.

Some countries have adopted their own ecocide laws. Vietnam was the first to legally state in its penal code that “Ecocide, destroying the natural environment, whether committed in time of peace or war, constitutes a crime against humanity.” Yet the law has resulted in no prosecutions, despite several large pollution cases.

Both Russia and Ukraine also have ecocide laws, but these have not prevented harm or held anyone accountable for damage during the ongoing conflict.

Lessons for the future

The Vietnam War is a reminder that failure to address ecological consequences, both during war and after, will have long-term effects. What remains in short supply is the political will to ensure that these impacts are neither ignored nor repeated.

Pamela McElwee receives funding from the Carnegie Corporation, National Science Foundation, and National Endowment for the Humanities.

– ref. 50 years later, Vietnam’s environment still bears the scars of war – and signals a dark future for Gaza and Ukraine – https://theconversation.com/50-years-later-vietnams-environment-still-bears-the-scars-of-war-and-signals-a-dark-future-for-gaza-and-ukraine-254971

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI Global: Trump administration’s attempt to nix the labor rights of thousands of federal workers on ‘national security’ grounds furthers the GOP’s long-held anti-union agenda

Source: The Conversation – USA – By Bob Bussel, Professor Emeritus of History and Labor Education, University of Oregon

Airline passengers wait at a Transportation Security Administration checkpoint before boarding to flights in Denver in 2022. Patrick T. Fallon/AFP via Getty Images

As the Trump administration seeks to shrink the federal workforce, slash nonmilitary spending and curb opposition to its policies, it is taking steps beyond the firing and furloughing of thousands of government workers.

The government is also trying to strip hundreds of thousands of federal employees of their right to bargain collectively and have a voice in their conditions of employment.

Citing “national security” concerns, President Donald Trump issued an executive order on March 27, 2025, that canceled collective bargaining agreements at more than 30 federal agencies, commissions and programs, including the Department of Veterans Affairs, the Environmental Protection Agency, the National Science Foundation and the Food and Drug Administration. A judge temporarily blocked the order’s enforcement on April 25.

Over three decades of researching American unions, I’ve never witnessed such a sweeping assault on collective bargaining rights, which give workers represented by unions the ability to negotiate with employers about the terms of their employment.

But advocates of strong labor rights should have known what might be in store given the labor policies recommended by the Heritage Foundation’s Project 2025. That document, which Trump disavowed on the campaign trail in 2024 but has embraced in practice during his second term, questions whether public-sector unions should exist at all.

Keeping Americans ‘safe’

The Trump administration’s broad attack on federal workers’ rights arrived less than three weeks after an earlier, similar action by Department of Homeland Security Secretary Kristi Noem.

On March 7, Noem announced that the government was scrapping collective bargaining rights for all Transportation Security Administration workers, eliminating a 2024 agreement. She cited what she called an “irreconcilable conflict” between union representation for those 47,000 federal workers and national security.

Only a “flexible, at-will” workforce can possess the “organizational agility” needed to “safeguard our transportation systems and keep Americans safe,” she said. Employers may fire “at-will” workers at their discretion with few limitations.

Noem’s claim that unions and national security aren’t compatible strikes me as disingenuous.

Unionized workforces have displayed in recent history both patriotism and dedication in their efforts to keep Americans safe. Unionized firefighters, police officers and other first responders rushed to the World Trade Center attempting to rescue those trapped inside on 9/11, for example.

Similarly, many unionized public-sector workers risked their health during the toxic cleanup that followed the terrorist attacks.

It is also worth noting that veterans comprise approximately 30% of the federal workforce. Their history of military service attests, I would argue, to their clear record of demonstrating loyalty and patriotism.

To my eye, the argument that federal workers belonging to unions compromises national security appears to be more rooted in ideology than evidence.

Demonstrators rally in support of federal workers outside the Department of Health and Human Services on Feb. 14, 2025, in Washington.
AP Photo/Mark Schiefelbein

TSA as a case study

The TSA emerged as part of President George W. Bush’s administration’s response to the 9/11 attacks in 2001; it designated newly hired airport security officers as federal employees.

At the time, Bush insisted that TSA security officers should not belong to a union. He invoked national security concerns, arguing that union representation would undercut the “culture of urgency” needed to wage the “war on terrorism.”

TSA employees finally gained collective bargaining rights during the Obama administration when they joined the American Federation of Government Employees in 2011.

But after joining a union, TSA workers were still paid less than most federal employees. And they still couldn’t appeal disciplinary cases outside of TSA’s authority to the external board used by other federal employees that they viewed as more impartial.

However, in recent years, TSA workers have obtained wage increases and stronger rights of appeal, along with other advances contained in a 2024
collective bargaining agreement that the American Federation of Government Employees described as “groundbreaking.” These gains included uniform allowances, greater input on safety concerns and a pledge to examine expanded child care options.

Now, the union has sued Noem, another Trump administration official and the TSA itself to block the administration’s rollback of these workers’ rights and protect their 2024 contract.

JFK empowered federal workers

Federal employees had historically organized unions to advocate and lobby for their interests.

However, these unions lacked the formal ability to negotiate with the federal government in a collective bargaining process where, as labor scholar Robert Repas has explained, “decisions are made jointly, rather than unilaterally,” or ultimately at managerial discretion.

Their members did not gain collective bargaining rights until 1962 when President John F. Kennedy issued an executive order making that possible. Kennedy’s action reflected the view that government employees should not be denied basic union rights enjoyed by their private sector counterparts.

Acknowledging concerns that union rights might limit the ability to exercise centralized command and control, Kennedy’s directive exempted the FBI, CIA and other agencies charged with national security functions from collective bargaining.

Federal employees covered by the 1962 executive order were also barred from striking. They could not negotiate over wages and benefits; power to make these decisions remained in the hands of Congress.

In 1978, Congress passed the Civil Service Reform Act, which expanded the right of federal employees to collectively bargain for better working conditions, which its authors said were “in the public interest.” This law created an authority to oversee federal labor relations and established an appeals board to adjudicate worker grievances.

Although federal employees did not enjoy as many rights as most union members in the private sector, they did gain a stronger voice in determining their working conditions and accessing grievance procedures to address workplace issues and concerns.

Reagan and the air traffic controllers union

Three years later, however, President Ronald Reagan fired over 11,000 air traffic controllers who had gone on strike, even though they lacked the right to do so. The Federal Labor Relations Authority subsequently decertified their union, the Professional Air Traffic Controllers Organization – known as PATCO.

The strike’s failure seriously diminished the economic and political leverage of all U.S. unions for years. Membership in private-sector unions has declined sharply, while public-sector union membership remained relatively stable at about 1 in 3 workers. Overall, just under 10% of U.S. workers belonged to a union in 2024.

Besides seriously diminishing the labor movement’s power and influence, the PATCO strike also had important political consequences. In his book about this labor dispute, historian Joseph McCartin wrote that crushing the PATCO strike led the Republican Party “in the direction of an unambiguous antiunionism” and a heightened antipathy toward unions in the public sector.

Members of PATCO, the air traffic controllers union, hold hands and raise their arms during a strike in 1981.
Bettmann/Getty Images

Long-term goal

The White House’s attack on federal unions represents an attempt to fulfill a longtime ambition of conservative activists.

Executive orders, which can be rescinded by any president, lack the power of laws.

But Sens. Mike Lee of Utah and Marsha Blackburn of Tennessee, both Republicans, introduced a bill in March that would enshrine Trump’s executive order in law. If that bill were to become law, it would “end federal labor unions and immediately terminate their collective bargaining agreements,” Lee and Blackburn have said.

Meanwhile, eight House Republicans have asked the president to reverse course on collective bargaining rights, as have all House Democrats. A bipartisan group of senators has made a similar request.

As the courts make their determinations and political opposition gathers, the American public has, I believe, an important question to answer. Is the spirit of the Civil Service Reform Act of 1978 – that “labor organizations and collective bargaining in the civil service are in the public interest” – worth upholding?

This question warrants careful consideration and scrutiny. How the courts, Congress and the public respond will have enormous consequences for federal workers and the future of the union movement and the state of American democracy.

Bob Bussel does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

– ref. Trump administration’s attempt to nix the labor rights of thousands of federal workers on ‘national security’ grounds furthers the GOP’s long-held anti-union agenda – https://theconversation.com/trump-administrations-attempt-to-nix-the-labor-rights-of-thousands-of-federal-workers-on-national-security-grounds-furthers-the-gops-long-held-anti-union-agenda-252347

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI Global: Detroit’s lack of affordable housing pushes families to the edge – and children sometime pay the price

Source: The Conversation – USA – By Meghan Wilson, Assistant Professor of American Politics and Public Policy, Michigan State University

Some of Detroit’s unhoused population take refuge in abandoned buildings, cars and parks. Adam J. Dewey/Anadolu Agency via Getty Images

As outside temperatures dropped to the low- to mid-teens Fahrenheit on Feb. 10, 2025, two children died of carbon monoxide toxicity in a family van parked in a Detroit casino parking garage.

We are political scientists who study urban and housing public policies, and in the months since this tragedy, we took a deep look at the trends in homelessness and housing policies that foreshadowed the events of that night.

More kids are experiencing homelessness

One important trend is that the number of homeless children in the city reached a record high in 2024. This is true even though the overall numbers of people experiencing homelessness in the city is declining overall.

According to the Point-in-Time count, 455 children were experiencing homelessness in Detroit on Jan. 31, 2024, up from 312 the year before. The count captures data for one night each year.

Most of these children were unhoused but considered sheltered because they had a place to sleep in an emergency shelter or transitional housing, or were able to temporarily stay with family or friends.

Nineteen of the kids were unsheltered – meaning they were sleeping in places not designed for human habitation, like cars, parks or abandoned buildings.

A different set of data comes from the Detroit Public Schools. The district looked at the entire 2022-2023 school year and found that roughly 1 in 19 students were unhoused at some point during that nine-month period — more than double the number in the 2019-2020 school year.

A lack of temporary solutions

The lack of adequate funding and staffing in the city’s shelter system means unhoused people often struggle to access temporary shelter beds.

That includes kids. Even though the city prioritizes giving beds to the most vulnerable, the number of unsheltered children of school age has nearly tripled in three years, rising from an estimated 48 in the school year beginning in September 2019 to 142 in the school year beginning in September 2022. These figures align with the rise in unsheltered children recorded in the one-night Point-in-Time count, which increased from four in 2016 to 19 in 2024.

The end of COVID-era funding that prevented many evictions is likely to increase the need for shelter and put additional strain on Detroit’s response to the crisis.

Gaps in a vital system

Children who experience housing insecurity are often caught in the middle of bureaucracy and failed regulation.

The mother of the children who died in February had reached out to the city in November 2024 when they were staying with a family member. The mother noted that she wanted to keep all five of her children together.

According to a report issued by the city, the Detroit Housing Authority did not follow up with her. Her situation was not considered an emergency at the time of contact since she was sheltered with family.

At the time of the call, the family was a Category 2: immediate risk of homelessness – in other words, not the highest priority under the emergency shelter grants guideline. If the city had deemed the situation an emergency, protocol would be to dispatch immediate support for the family.

The mother moved her family to the van after the request for help failed to provide a solution.

The Detroit mayor’s office admitted that the family fell through the cracks and promised to expand available shelter beds and require homeless outreach employees to visit any unhoused families that call for help.

“We have to make sure that we do everything possible to make sure that this doesn’t happen again,” Deputy Mayor Melia Howard told local media.

More than 8 in 10 placed on wait list

According to records from the Coordinated Assessment Model Detroit, the system responsible for connecting individuals to shelters, 82% of calls do not result in immediate help but rather being placed on a shelter waitlist. Similar to instances across the country, the wait time is long.

Families in Detroit face an average wait of 130 days, while unaccompanied youth typically wait around 50 days.

The long wait for shelter has contributed to the rise in people living on the streets or in their vehicles. The number of unsheltered individuals — including both adults and children — doubled from 151 in 2015 to 305 in 2024. This trend of increasing unsheltered homelessness contrasts with the overall decline in the total number of homeless people in the city, which is down from a peak of 2,597 in 2015.

Children need safety and security to thrive.

Their access to stable housing depends on their parents and what the adults in their life are able to provide. As rents increase in the city, some children are left vulnerable.

Stricter regulations

Over the past decade, Detroit, like many other U.S. cities, has experienced rising housing costs while wages fail to keep up, particularly for long-term residents.

Since 2021, the number of rentals in the city has increased by 51%.

Rents are also up. Since 2017, the average rent in Detroit has increased 55% for single-family homes and 43% for multifamily homes.

While inflation and increased maintenance costs contribute to this rise, stricter rental regulations like the heightened enforcement of housing codes, expanded tenant protections and higher compliance cost for landlords have played an important role.

Some landlords pass the expense of these regulations on to tenants, making housing less affordable. Others leave their properties vacant, pushing up prices by lessening the supply.

The current average fair market rent for a two-bedroom apartment in Detroit is $1,314 per month. For the typical household in the city, this basic shelter cost, not including utilities, makes up 41% of the household income.

For the lowest-income households, any unexpected expense can disrupt a delicate financial balance and lead to eviction and homelessness. Children in these situations often face major instability, moving between shelters – or, as in the case of the children who died in February, sleeping in cars.

This kind of displacement disrupts education, strains mental health and increases exposure to danger.

Detroit’s stricter housing regulations may have improved conditions for some renters, but a report by Outlier Media shows that only 8% of landlords are in compliance, leaving legacy residents in subpar rentals at higher prices.

And these new rules have victims who are too often ignored until tragedy strikes.

The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

– ref. Detroit’s lack of affordable housing pushes families to the edge – and children sometime pay the price – https://theconversation.com/detroits-lack-of-affordable-housing-pushes-families-to-the-edge-and-children-sometime-pay-the-price-251591

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI Global: How does soap keep you clean? A chemist explains the science of soap

Source: The Conversation – USA – By Paul E. Richardson, Professor of Biochemistry, Coastal Carolina University

Be sure to wash your hands for at least 20 seconds. Mladen Zivkovic/iStock via Getty Images Plus

Curious Kids is a series for children of all ages. If you have a question you’d like an expert to answer, send it to CuriousKidsUS@theconversation.com.

How does soap clean our bodies? – Charlie H., age 8, Stamford, Connecticut

Thousands of years ago, our ancestors discovered something that would clean their bodies and clothes. As the story goes, fat from someone’s meal fell into the leftover ashes of a fire. They were astonished to discover that the blending of fat and ashes formed a material that cleaned things. At the time, it must have seemed like magic.

That’s the legend, anyway. However it happened, the discovery of soap dates back approximately 5,000 years, to the ancient city of Babylon in what was southern Mesopotamia – today, the country of Iraq.

As the centuries passed, people around the world began to use soap to clean the things that got dirty. During the 1600s, soap was a common item in the American colonies, often made at home. In 1791, Nicholas Leblanc, a French chemist, patented the first soapmaking process. Today, the world spends about US$50 billion every year on bath, kitchen and laundry soap.

But although billions of people use soap every day, most of us don’t know how it works. As a professor of chemistry, I can explain the science of soap – and why you should listen to your mom when she tells you to wash up.

You’ll be amazed at how much work it takes to make a bar of soap.

The chemistry of clean

Water – scientific name: dihydrogen monoxide – is composed of two hydrogen atoms and one oxygen atom. That molecule is required for all life on our planet.

Chemists categorize other molecules that are attracted to water as hydrophilic, which means water-loving. Hydrophilic molecules can dissolve in water.

So if you were to wash your hands under a running faucet without using soap, you’d probably get rid of lots of whatever hydrophilic bits are stuck to your skin.

But there is another category of molecules that chemists call hydrophobic, which means water-fearing. Hydrophobic molecules do not dissolve in water.

Oil is an example of something that’s hydrophobic. You probably know from experience that oil and water just don’t mix. Picture shaking up a jar of vinaigrette salad dressing – the oil and the other watery ingredients never stay mixed.

So just swishing your hands through water isn’t going to get rid of water-fearing molecules such as oil or grease.

Here’s where soap comes in to save the day.

Soap, a complex molecule, is both water-loving and water-fearing. Shaped like a tadpole, the soap molecule has a round head and long tail; the head is hydrophilic, and the tail is hydrophobic. This quality is one of the reasons soap is slippery.

It’s also what gives soap its cleaning superpower.

The round head and long wiggly tail of the soap molecules work together to eradicate dirt, grease and grime.
Tumeggy/Science Photo Library via Getty Images

A microscopic view

To see what happens when you wash your hands with soap and water, let’s zoom in.

Picture all the gunk that you touch during the day and that builds up on your skin to make your hands dirty. Maybe there are smears of food, mud from outside, or even sweat and oils from your own skin.

All of that material is either water-loving or water-fearing on the molecular level. Dirt is a jumbled mess of both. Dust and dead skin cells are hydrophilic; naturally occurring oils are hydrophobic; and environmental debris can be either.

If you use only water to clean your hands, plenty will be left behind because you’d only remove the water-loving bits that dissolve in water.

But when you add a bit of soap, it’s a different story, thanks to its simultaneously water-loving and water-fearing properties.

Soap molecules work together to encapsulate grime within a bubblelike micelle structure.
TUMEGGY/Science Photo Library via Getty Images

Soap molecules come together and surround the grime on your hands, forming what’s known as a micelle structure. On a molecular level, it looks almost like a bubble encasing the hydrophobic bit of debris. The water-loving heads of the soap molecules are on the surface, with the water-fearing tails inside the micelle. This structure traps the dirt, and running water washes it all away.

To get the full effect, wash your hands at the sink for at least 20 seconds. Rubbing your hands together helps force the soap molecules into whatever dirt is there to break it up and envelope it.

It’s not just dirt

Along with dirt, your body is covered by microorganisms – bacteria, viruses and fungi. Most are harmless and some even protect you from getting sick. But some microorganisms, known as pathogens, can cause illness and disease.

Whether liquid or bar, soap gets the job done.
velvelvel/iStock via Getty Images Plus

They can also cause you to smell if you haven’t taken a bath in a while. These bacteria break down organic molecules and release stinky fumes.

Although microorganisms are protected by a barrier – it’s called a membrane – soap and water can disrupt the membrane, causing the microorganism to burst open. The water then washes the remains of the microorganism away, along with the stink.

To say that soap changed the course of civilization is an understatement. For thousands of years, it’s helped keep billions of people healthy. Think of that the next time Mom or Dad asks you to wash up – which will likely be sometime soon.

Hello, curious kids! Do you have a question you’d like an expert to answer? Ask an adult to send your question to CuriousKidsUS@theconversation.com. Please tell us your name, age and the city where you live.

And since curiosity has no age limit – adults, let us know what you’re wondering, too. We won’t be able to answer every question, but we will do our best.

Paul E. Richardson receives funding from the NIH and NSF.

– ref. How does soap keep you clean? A chemist explains the science of soap – https://theconversation.com/how-does-soap-keep-you-clean-a-chemist-explains-the-science-of-soap-247559

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI Global: Cancer research in the US is world class because of its broad base of funding − with the government pulling out, its future is uncertain

Source: The Conversation – USA – By Jeffrey MacKeigan, Professor of Pediatrics and Human Development, Michigan State University

Without federal support, the lights will turn off in many labs across the country. Thomas Barwick/Stone via Getty Images

Cancer research in the U.S. doesn’t rely on a single institution or funding stream − it’s a complex ecosystem made up of interdependent parts: academia, pharmaceutical companies, biotechnology startups, federal agencies and private foundations. As a cancer biologist who has worked in each of these sectors over the past three decades, I’ve seen firsthand how each piece supports the others.

When one falters, the whole system becomes vulnerable.

The United States has long led the world in cancer research. It has spent more on cancer research than any other country, including more than US$7.2 billion annually through the National Cancer Institute alone. Since the 1971 National Cancer Act, this sustained public investment has helped drive dramatic declines in cancer mortality, with death rates falling by 34% since 1991. In the past five years, the Food and Drug Administration has approved over 100 new cancer drugs, and the U.S. has brought more cancer drugs to the global market than any other nation.

But that legacy is under threat. Funding delays, political shifts and instability across sectors have created an environment where basic research into the fundamentals of cancer biology is struggling to keep traction and the drug development pipeline is showing signs of stress.

These disruptions go far beyond uncertainty and have real consequences. Early-career scientists faced with unstable funding and limited job prospects may leave academia altogether. Mid-career researchers often spend more time chasing scarce funding than conducting research. Interrupted research budgets and shifting policy priorities can unravel multiyear collaborations. I, along with many other researchers, believe these setbacks will slow progress, break training pipelines and drain expertise from critical areas of cancer research – delays that ultimately hurt patients waiting for new treatments.

A 50-year foundation of federal investment

The modern era of U.S. cancer research began with the signing of the National Cancer Act in 1971. That law dramatically expanded the National Cancer Institute, an agency within the National Institutes of Health focusing on cancer research and education. The NCI laid the groundwork for a robust national infrastructure for cancer science, funding everything from early research in the lab to large-scale clinical trials and supporting the training of a generation of cancer researchers.

This federal support has driven advances leading to higher survival rates and the transformation of some cancers into a manageable chronic or curable condition. Progress in screening, diagnostics and targeted therapies – and the patients who have benefited from them – owe much to decades of NIH support.

The Trump administration is cutting billions of dollars of biomedical research funding.

But federal funding has always been vulnerable to political headwinds. During the first Trump administration, deep cuts to biomedical science budgets threatened to stall the progress made under initiatives such as the 2016 Cancer Moonshot. The rationale given for these cuts was to slash overall spending, despite facing strong bipartisan opposition in Congress. Lawmakers ultimately rejected the administration’s proposal and instead increased NIH funding. In 2022, the Biden administration worked to relaunch the Cancer Moonshot.

This uncertainty has worsened in 2025 as the second Trump administration has cut or canceled many NIH grants. Labs that relied on these awards are suddenly facing funding cliffs, forcing them to lay off staff, pause experiments or shutter entirely. Deliberate delays in communication from the Department of Health and Human Services have stalled new NIH grant reviews and funding decisions, putting many promising research proposals already in the pipeline at risk.

Philanthropy’s support is powerful – but limited

While federal agencies remain the backbone of cancer research funding, philanthropic organizations provide the critical support for breakthroughs – especially for new ideas and riskier projects.

Groups such as the American Cancer Society, Stand Up To Cancer and major hospital foundations have filled important gaps in support, often funding pilot studies or supporting early-career investigators before they secure federal grants. By supporting bold ideas and providing seed funding, they help launch innovative research that may later attract large-scale support from the NIH.

Without the bureaucratic constraints of federal agencies, philanthropy is more nimble and flexible. It can move faster to support work in emerging areas, such as immunotherapy and precision oncology. For example, the American Cancer Society grant review process typically takes about four months from submission, while the NIH grant review process takes an average of eight months.

Ted Kennedy Jr., right, and Jeff Keith raise money for the American Cancer Society in 1984.
Mikki Ansin/Getty Images

But philanthropic funds are smaller in scale and often disease-specific. Many foundations are created around a specific cause, such as advancing cures for pancreatic, breast or pediatric cancers. Their urgency to make an impact allows them to fund bold approaches that federal funders may see as too preliminary or speculative. Their giving also fluctuates. For instance, the American Cancer Society awarded nearly $60 million less in research grants in 2020 compared with 2019.

While private foundations are vital partners for cancer research, they cannot replace the scale and consistency of federal funding. Total U.S. philanthropic funding for cancer research is estimated at a few billion dollars per year, spread across hundreds of organizations. In comparison, the federal government has typically contributed roughly five to eight times more than philanthropy to cancer research each year.

Industry innovation − and its priorities

Private-sector innovation is essential for translating discoveries into treatments. In 2021, nearly 80% of the roughly $57 billion the U.S. spent on cancer drugs came from pharmaceutical and biotech companies. Many of the treatments used in oncology today, including immunotherapies and targeted therapies, emerged from collaborations between academic labs and industry partners.

But commercial priorities don’t always align with public health needs. Companies naturally focus on areas with strong financial returns: common cancers, projects that qualify for fast-track regulatory approval, and high-priced drugs. Rare cancers, pediatric cancers and basic science often receive less attention.

Industry is also saddled with uncertainty. Rising R&D costs, tough regulatory requirements and investor wariness have created a challenging environment to bring new drugs to market. Several biotech startups have folded or downsized in the past year, leaving promising new drugs stranded in limbo in the lab before they can reach clinical trials.

Without federal or philanthropic entities to pick up the slack, these discoveries may never reach the patients who need them.

A system under strain

Cancer is not going away. As the U.S. population ages, the burden of cancer on society will only grow. Disparities in treatment access and outcomes persist across race, income and geography. And factors such as environmental exposures and infectious diseases continue to intersect with cancer risk in new and complex ways.

Addressing these challenges requires a strong, stable and well-coordinated research system. But that system is under strain. National Cancer Institute grant paylines, or funding cutoffs, remain highly competitive. Early-career researchers face precarious job prospects. Labs are losing technicians and postdoctoral researchers to higher-paying roles in industry or to burnout. And patients, especially those hoping to enroll in clinical trials, face delays, disruptions and dwindling options.

Researchers have been rallying to protect the future of science in the U.S.
AP Photo/John McDonnell

This is not just a funding issue. It’s a coordination issue between the federal government, academia and industry. There are currently no long-term policy solutions that ensure sustained federal investment, foster collaboration between academia and industry, or make room for philanthropy to drive innovation instead of just filling gaps.

I believe that for the U.S. to remain a global leader in cancer research, it will need to recommit to the model that made success possible: a balanced ecosystem of public funding, private investment and nonprofit support. Up until recently, that meant fully funding the NIH and NCI with predictable, long-term budgets that allow labs to plan for the future; incentivizing partnerships that move discoveries from bench to bedside without compromising academic freedom; supporting career pathways for young scientists so talent doesn’t leave the field; and creating mechanisms for equity to ensure that research includes and benefits all communities.

Cancer research and science has come a long way, saving about 4.5 million lives in the U.S. from cancer from 1991 to 2022. Today, patients are living longer and better because of decades of hard-won discoveries made by thousands of researchers. But science doesn’t run on good intentions alone. It needs universities. It needs philanthropy. It needs industry. It needs vision. And it requires continued support from the federal government.

Jeffrey MacKeigan receives funding from NIH National Cancer Institute. He has consulting agreements with Merck and scholarly activity with the Translational Genomics Research Institute and the Van Andel Research Institute.

– ref. Cancer research in the US is world class because of its broad base of funding − with the government pulling out, its future is uncertain – https://theconversation.com/cancer-research-in-the-us-is-world-class-because-of-its-broad-base-of-funding-with-the-government-pulling-out-its-future-is-uncertain-254536

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI USA: U.S. natural gas inventories in underground storage ended winter at a three-year low

Source: US Energy Information Administration

In-brief analysis

April 28, 2025

After a relatively warm start to the 2024–25 winter heating season (November–March), colder-than-normal temperatures across much of the United States in January and February resulted in increased consumption of natural gas and more withdrawals from U.S. natural gas storage than normal. By the end of March, the least amount of natural gas was held in U.S. underground storage in the Lower 48 states since 2022, with inventories 4% lower than the previous five-year average for that time of year, according to our Weekly Natural Gas Storage Report.

In January and February, the colder-than-normal temperatures across the country led to increased natural gas consumption in the residential, commercial, and electric power sectors. Consumption in the combined residential and commercial sectors in January and February averaged 97 billion cubic feet per day (Bcf/d), 16% more compared with the same period in 2024. A cold snap in the second half of January resulted in the fourth-largest reported weekly withdrawal from storage at 321 Bcf for the week ending January 24. Natural gas withdrawals in January and February combined totaled nearly 1,650 Bcf, or 33% more than the five-year (2020–24) average for those months.

Working natural gas inventories in the Mountain and Pacific regions at the end of March exceeded the five-year average by 53% and 18%, respectively, while inventories elsewhere were less than the five-year average. At the start of the heating season in November, natural gas inventories in all regions in the Lower 48 states were above the five-year average. As the winter progressed, inventories in the East and Midwest regions fell below the five-year average by the end of December, and inventories in the South Central region were less than the five-year average by the end of January.

Warmer-than-normal temperatures in March resulted in net natural gas injections into storage for the month, signaling an earlier start to the injection season than is typical. Working natural gas in underground storage facilities in the Lower 48 states totaled 1,786 Bcf as of March 31, 2025.

Principal contributors: Katy Fleury, Jose Villar

MIL OSI USA News –

April 29, 2025
MIL-OSI Europe: Luis de Guindos: Presentation of the ECB Annual Report 2024 to the Committee on Economic and Monetary Affairs of the European Parliament

Source: European Central Bank

Introductory remarks by Luis de Guindos, Vice-President of the ECB, at the ECON Committee of the European Parliament

Brussels, 28 April 2025

It is a pleasure to present the ECB’s Annual Report for 2024 to this esteemed Committee. Concurrently, we are also publishing our response to the European Parliament’s resolution on our previous Annual Report. These elements – our Annual Report, today’s discussion and our response to your resolution – are central to the ECB’s accountability to the European Parliament and highlight the open dialogue between our institutions.

In my remarks today, I will discuss the economic and financial stability landscape and consider the challenges that lie ahead. I will share the ECB’s assessment and underline the need to invest in measures to enhance Europe’s resilience amid a volatile external environment and an uncertain outlook.

Economic developments and monetary policy

As highlighted in the Annual Report, economic activity in the euro area began to recover gradually in 2024. Incoming data suggest modest growth in the first quarter of 2025. However, risks have intensified amid exceptional uncertainty, largely related to trade. Euro area exporters are now facing new barriers, and tensions in financial markets and geopolitical uncertainty will likely weigh on business investment. In this environment, consumers may become cautious about the future and hold back spending.

In the medium term, a resilient labour market, higher real incomes and the impact of our monetary policy easing should support spending. Moreover, recent policy initiatives focused on defence spending and infrastructure investment at both national and EU levels are expected to positively affect activity and strengthen long-term growth.

Turning to inflation, headline figures fell further towards the ECB’s 2% target in 2024, supported by our then restrictive monetary policy. Looking ahead, inflation is expected to hover around our target. However, global trade disruptions are adding uncertainty to the inflation outlook. Declining energy prices, further wage moderation and a stronger euro could dampen inflation, potentially amplified by weaker demand for euro area exports and a re-routing of other countries’ exports into the euro area. Conversely, a fragmentation of global supply chains could raise import prices and hence inflation.

Following a period of holding interest rates steady in early 2024, the ECB started reducing its key interest rates in June. So far, we have lowered the rate on the deposit facility by 175 basis points to 2.25%, in view of the disinflation process being well on track. We are determined to ensure that inflation stabilises sustainably at our 2% medium-term target. Especially given current uncertainty, we will continue to follow a data-dependent and meeting-by-meeting approach to setting the appropriate monetary policy stance, and we are not pre-committing to a particular rate path.

Maintaining financial stability

Let me also say a few words on financial stability in the light of recent developments.

The recent trade policy upheaval has triggered the most significant financial market turmoil since the pandemic. While euro area banks’ valuations have also been affected, their fundamentals remain robust and they are well positioned to withstand potential shocks thanks to their sizeable capital and liquidity buffers.

But despite the resilience of our financial sector, these developments warrant careful monitoring. Sharp adjustments in financial markets could become disorderly, particularly if they are amplified by the growing size and influence of non-bank financial institutions. In addition, trade conflicts could pose challenges for both households and corporates, translating into rising credit risk for banks and non-banks alike. Finally, a combination of weaker growth and heightened spending needs could increase pressures on government finances.

To ensure our banking system remains resilient in this environment, we need a regulatory framework that is fit for purpose. Decisive action is required to move us closer to completing the banking union. This includes an effective crisis management and deposit insurance framework that extends to small and medium-sized banks, and progress on a European deposit insurance scheme. The recent financial market turmoil also highlights that non-banks must be subject to robust rules, and that gaps in the regulatory framework need to be closed so they are not treated differently to regular banks.

The ECB supports efforts to simplify the regulatory framework. However, this should not be confused with deregulation. The resilience of our financial system can largely be attributed to the rules established since the global financial crisis. Financial stability is a global public good – it is in everybody’s interest and must remain the long-term goal.

Europe’s future policy priorities

A strong and resilient financial sector will also play a crucial role – alongside the public sector – in financing Europe’s key policy priorities as we confront a series of generational challenges.

The defence investments foreseen in the EU will have an impact on national public finances. By spending jointly through EU-level initiatives, we can achieve greater scale, reduce costs and strengthen our strategic autonomy – all while supporting long-term growth and fiscal sustainability.

In addition to the pressing security challenges, investing in the green transition and digital innovation remains vital to boosting Europe’s competitiveness and closing the productivity gap with our global peers.

Finally, the evolving global landscape underscores the need to strengthen trade within the EU’s Single Market, as emphasised by the European Commission.^[1] A more integrated and deeper Single Market is essential if we are to achieve the scale required for European firms to thrive and expand, thereby enhancing our resilience against external shocks. We also need to ensure that innovative firms can access the financing they need in order to grow. In this context, completing the savings and investment union is both urgent and essential.

Conclusion

Faced with a complex and uncertain landscape, the ECB remains firmly committed to its primary mandate of maintaining price stability. This is the most important contribution we can make towards fostering a strong and prosperous Europe.

I know that both our institutions are united by our commitment to serve the people of Europe, within our respective mandates. Our dialogue today is testament to this.

I now look forward to your questions.

MIL OSI Europe News –

April 29, 2025
MIL-OSI: Brag House, Florida Gators Athletics, and Learfield Announce Strategic Partnership to Create New Digital Sports Medium for Gen Z
Source: GlobeNewswire (MIL-OSI)

NEW YORK, April 28, 2025 (GLOBE NEWSWIRE) — Brag House Holdings, Inc. (NASDAQ: TBH) (the “Company” or “Brag House”), the premier Gen Z engagement platform at the intersection of gaming, college sports, and social interaction, today announced a strategic partnership with Florida Gator Athletics and Learfield’s Florida Gators Sports Properties, the media and technology company powering college athletics at over 200 schools. All Gators Athletics sponsorship agreements are managed by athletic media rights holder Florida Gators Sports Properties. This collaboration introduces a first-of-its-kind digital sports medium for Gen Z—reimagining how students and fans engage with college sports through gaming across the nation.

The initiative debuts with the Orange and Blue at the University of Florida (UF), with the launch of the Brag Gator Gauntlet—a flagship series of digital and in-person gaming activations that fuse school spirit, gaming culture, and live sports into immersive, competitive experiences. These events align with real-world sports calendars, offering students and fans new, interactive ways to rally around their favorite teams through video games they already love to play.

“We’re not just adding gaming to sports—we’re creating a new lane that lives in harmony with college athletics,” said Lavell Juan Malloy II, CEO & Co-Founder of Brag House. “Starting this series with the Florida Gators and Learfield’s unparalleled access to over 200 universities allows us to scale this vision while giving brands an authentic way to connect with the most elusive and influential demographic—Gen Z.”

“This partnership represents an exciting evolution in how partners engage with the student body and Gator Nation,” said Darren McPhail, General Manager of Florida Gators Sports Properties. “By integrating gaming into our athletic culture, we’re providing innovative avenues for student involvement and offering brands a new way to engage with the younger demographics of Gator Nation.”

Redefining Fan Engagement
The Brag House x Gators Athletics initiative, in partnership with Learfield, builds a parallel sports engagement channel tailored for digitally native students:
- Interactive in-person and online gaming activations tied to real-life sporting events
- Branded gaming experiences designed to mirror student rivalries and fandom
- Name, Image, and Likeness (“NIL”)-integrated gaming content featuring student-athletes to elevate school pride and authenticity
Scalable Brand Opportunities

For brands seeking to connect with Gen Z in a meaningful way, this partnership delivers unrivaled access to hyper-engaged college communities:
- Custom advertising and sponsorship opportunities across digital platforms, on-site events, and athletic venues
- Gamified experiences and branded loyalty systems that reward participation and foster deeper brand affinity
- Student-athletes influencer-driven campaigns featuring serialized content
This monetization model shows how brands can generate a measurable return on investment while deepening engagement with target audiences.

Actionable Gen Z Insights
Beyond engagement, Brag House will continue to build a robust data engine to help brands connect with Gen Z in a more authentic and measurable way. Using proprietary behavioral data and insights, Brag House will empower marketers to create hyper-personalized, performance-optimized campaigns tailored to Gen Z’s preferences and behavior.

What’s Next
Following the first activation with Gators Athletics for students of the University of Florida, Brag House and Learfield aim to roll out the model across additional campuses later this year. The roadmap targets a 10-school expansion in 2025, scaling to 50 campuses by the end of 2026, supported by evolving technology capabilities and advanced audience segmentation tools.

“This is not a niche campaign—it’s a new tradition,” added Malloy. “We’re defining how Gen Z connects with college athletics—and giving brands a meaningful way to be part of that story.”

Forward-Looking Statements
Certain statements in this announcement are forward-looking statements. Investors can identify these forward-looking statements by words or phrases such as “may,” “will,” “expect,” “anticipate,” “aim,” “estimate,” “intend,” “plan,” “believe,” “is/are likely to,” “potential,” “continue” or other similar expressions. These statements are subject to uncertainties and risks, including, but not limited to, the risk factors discussed in the “Risk Factors” section of the Company’s filings with the SEC. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results discussed in the Company’s filings with the SEC, which are available for review at www.sec.gov. The Company undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations that arise after the date hereof, except as may be required by law.

About Brag House
Brag House is a leading media technology gaming platform dedicated to transforming casual college gaming into a vibrant, community-driven experience. By seamlessly merging gaming, social interaction, and cutting-edge technology, the Company provides an inclusive and engaging environment for casual gamers while enabling brands to authentically connect with the influential Gen Z demographic. The platform offers live-streaming capabilities, gamification features, and custom tournament services, fostering meaningful engagement between users and brands. For more information, please visit www.braghouse.com.

About Learfield
Learfield is the leading media and technology company powering college athletics. Through its digital and physical platforms, Learfield owns and leverages a deep data set and relationships in the industry to drive revenue, growth, brand awareness, and fan engagement for brands, sports, and entertainment properties. With ties to over 1,200 collegiate institutions and over 12,000 local and national brand partners, Learfield’s presence in college sports and live events delivers influence and maximizes reach to target audiences. With solutions for a 365-day, 24/7 fan experience, Learfield enables schools and brands to connect with fans through licensed merchandise, game ticketing, donor identification for athletic programs, exclusive custom content, innovative marketing initiatives, NIL solutions, and advanced digital platforms. Since 2008, it has served as title sponsor for the acclaimed Learfield Directors’ Cup, supporting athletic departments across all divisions.

Media Contact:
Fatema Bhabrawala
Director of Media Relations
fbhabrawala@allianceadvisors.com

Investor Relations Contact:
Adele Carey
VP, Investor Relations
ir@thebraghouse.com

The MIL Network –
April 29, 2025
MIL-OSI: Beeline teams up with Rabbu to make finding and funding short term rental properties frictionless

Source: GlobeNewswire (MIL-OSI)

Providence, RI, April 28, 2025 (GLOBE NEWSWIRE) — Beeline Loans, Inc., a wholly-owned subsidiary of Beeline Holdings (NASDAQ: BLNE) a tech-forward mortgage originator focused on delivering fast, flexible financing solutions, today announced a strategic partnership with Rabbu, a leading short-term rental (STR) analytics platform used by over one million investors. The partnership creates a streamlined pipeline for investors—from identifying STR properties to securing tailored financing—all in one ecosystem.

Rabbu’s free Airbnb calculator allows users to enter any U.S. property address to receive data-driven projections, including estimated annual revenue, average daily rates, and expected occupancy. Now, with integrated access to Beeline’s investment property loans, users can move directly from analysis to action.

“This partnership expands our reach into one of the most dynamic segments in residential real estate,” said Nick Liuzza, CEO of Beeline. “We’re connecting the dots—discovery, funding, and ultimately, management—to deliver a truly frictionless STR investment experience.”

Beeline’s investment lending business has seen significant growth over the past 12 months. In 2024, more than half of its loan volume was dedicated to investment properties, with STR financing emerging as a leading driver. The company supports a full spectrum of borrower profiles through its DSCR, bank statement, and conventional loan products—all optimized for speed and simplicity.

The Rabbu partnership complements Beeline’s existing collaboration with Red Awning, a full-service STR management platform. Together, the trio forms a powerful, end-to-end solution: identify with Rabbu, finance with Beeline, manage with Red Awning.

Beeline also announced during its recent earnings call that April is expected to be its strongest revenue month since the market downturn, with increased investor demand and product diversification contributing to the momentum.

About Beeline

Beeline Financial Holdings, Inc. is a trailblazing mortgage fintech transforming the way people access property financing. Through its fully digital, AI-powered platform, Beeline delivers a faster, smarter path to home loans—whether for primary residences or investment properties. Headquartered in Providence, Rhode Island, Beeline is reshaping mortgage origination with speed, simplicity, and transparency at its core. The company is a wholly owned subsidiary of Beeline Holdings and also operates Beeline Labs, its innovation arm focused on next-generation lending solutions.

About Rabbu

Rabbu helps real estate investors find and evaluate high-performing short-term rental properties. It offers revenue estimates, ROI insights, and market data tools to analyze both on-market and off-market deals. Users can explore listings, connect with agents and lenders, and make informed investment decisions—all through a streamlined platform focused on Airbnb-style rental income.

To learn more about Beeline’s innovative financing for investment properties, visit makeabeeline.com. To explore high-performing short-term rental opportunities, visit rabbu.com.

For more information, please contact Beeline at IR@Makeabeeline.com.

The MIL Network –

April 29, 2025

MIL-OSI: Citizens Community Bancorp, Inc. Reports First Quarter 2025 Earnings of $0.32 Per Share; Book Value Per Share Up 8% and Tangible Book Value Per Share Up 10% Since March 31, 2024, After Annual Dividend Payment of $0.36 Per Share

Source: GlobeNewswire (MIL-OSI)

EAU CLAIRE, Wis., April 28, 2025 (GLOBE NEWSWIRE) — Citizens Community Bancorp, Inc. (the “Company”) (Nasdaq: CZWI), the parent company of Citizens Community Federal N.A. (the “Bank” or “CCFBank”), today reported earnings of $3.2 million and earnings per diluted share of $0.32 for the first quarter ended March 31, 2025, compared to $2.7 million and earnings per diluted share of $0.27 for the fourth quarter ended December 31, 2024, and $4.1 million and $0.39 earnings per diluted share for the quarter ended March 31, 2024, respectively.

The Company’s first quarter 2025 operating results reflected the following changes from the fourth quarter of 2024: (1) decrease in net interest income of $0.1 million as two fewer days in the quarter were largely offset by an increase in the net interest margin of 6 basis points; (2) a smaller negative provision for credit losses of $0.3 million compared to $0.5 million in the fourth quarter; (3) higher non-interest income of $0.6 million primarily due to $0.5 million higher gain on sale of loans and $0.3 million higher net gains on sale of equity securities in the first quarter of 2025; and (4) lower non-interest expense primarily due to lower compensation and related benefits of $0.2 million and lower losses on repossessed assets of $0.2 million.

Book value per share improved to $18.02 at March 31, 2025, compared to $17.94 at December 31, 2024, and $16.61 at March 31, 2024. Tangible book value per share (non-GAAP)¹ was $14.79 at March 31, 2025, compared to $14.69 at December 31, 2024, and a 10.1% increase from $13.43 at March 31, 2024. For the first quarter of 2025, tangible book value was positively impacted by (1) net income, (2) the impact of lower long-term interest rates which decreased the net unrealized loss on the available for sale securities portfolio, and (3) amortization of intangibles which were largely offset by the payment of the annual $0.36 per share dividend. Stockholders’ equity as a percentage of total assets was 10.12% at March 31, 2025, compared to 10.24% at December 31, 2024. Tangible common equity (“TCE”) as a percent of tangible assets (non-GAAP)¹ decreased modestly to 8.45% at March 31, 2025, compared to 8.54% at December 31, 2024, largely due to the payment of the dividend.

“I am pleased with results in a quarter that is seasonally the slowest for us because of winter. The balance sheet is well positioned for the remainder of 2025 with strong capital and liquidity positions, strong ACL reserves and credit metrics in our historical range. Our TCE at 8.5% provides a cushion for uncertainty like we have seen thus far in 2025 and for share repurchases. Our liquidity position, including the loan to deposit ratio below 90% is expected to support quality, well priced loan growth in the low to mid-single digit percentages with strategic, relationship borrowers. Our markets remain stable with unemployment below national averages and tariff exposure appears to be indirect should this risk persist. We believe loan repricing and originations will benefit our net-interest margin expansion, especially in the second half of 2025, and throughout 2026, as well as will the impact of deposit repricing,” stated Stephen Bianchi, Chairman, President, and Chief Executive Officer.

March 31, 2025, Highlights:

Quarterly earnings were $3.2 million, or $0.32 per diluted share for the quarter ended March 31, 2025, an increase compared to earnings of $2.7 million, or $0.27 per diluted share for the quarter ended December 31, 2024, and a decrease from $4.1 million, or $0.39 per diluted share for the quarter ended March 31, 2024.
Net interest income decreased $0.1 million to $11.6 million for the current quarter ended March 31, 2025, from $11.7 million for the quarter ended December 31, 2024, and from $11.9 million for the quarter ended March 31, 2024. The decrease in net interest income from the fourth quarter of 2024 was primarily due to two fewer days in the quarter which was mostly offset by an increase in net interest margin of six basis points.
The net interest margin increased to 2.85%, primarily due to lower deposit costs. The net interest margin increase in the first quarter of 2025 was negatively impacted by three basis points from lower deferred fee accretion compared to the fourth quarter of 2024 due to lower payoffs in the first quarter of 2025.
Negative provision for credit losses of $0.25 million, $0.45 million, and $0.80 million were recorded during the quarters ended March 31, 2025, December 31, 2024, and March 31, 2024, respectively. The first quarter’s negative provision was due to decreases in on-balance sheet allowance for credit losses (“ACL”) of $0.35 million partially offset by a $0.10 million increase in off-balance sheet ACL due to an increase in unfunded loan commitments.
Non-interest income increased by $0.6 million in the first quarter of 2025 to $2.6 million from $2.0 million the prior quarter due to $0.5 million of higher gain on sale of loans, $0.3 million of higher net gains on equity securities partially offset by lower loan fees and service charges of $0.2 million due to lower customer activity. Total non-interest income for the quarter ended March 31, 2025, was $0.7 million lower than first quarter 2024 primarily due to lower gain on sale of loans and net realized gains on debt securities.
Non-interest expense decreased $0.3 million to $10.5 million from $10.8 million for both the fourth quarter of 2024 and the first quarter of 2024. The $0.3 million decrease in non-interest expense compared to the linked quarter was largely due to lower compensation due to lower incentive costs and lower losses on repossessed assets, partially offset by higher other expense. The $0.3 million decrease from the first quarter of 2024 was due to a $0.4 million decrease in other expenses resulting from lower SBA recourse reserve expense.
Loans receivable decreased $16.3 million during the first quarter ended March 31, 2025, to $1.353 billion compared to the prior quarter end, largely due to the seasonal impact of lower activity.
Total deposits increased $35.5 million during the quarter ended March 31, 2025, to $1.524 billion. Total deposit growth reflected the seasonal growth in municipal deposits of $20.8 million, which typically decreases in the middle two quarters before increasing in the fourth quarter. Growth in retail and commercial areas was partially offset by the reduction of $6.3 million in wholesale deposits due to reduction in brokered deposits.
The last remaining Federal Home Loan Bank advance was repaid in the quarter, resulting in no advances at March 31, 2025, down from $5.0 million at December 31, 2024, and $39.5 million one year earlier.
The effective tax rate was 19.6% for the quarter ended March 31, 2025, compared to 19.5% for the quarter ended December 31, 2024, and 21.3% for the quarter ended March 31, 2024.
Nonperforming assets increased $0.3 million during the quarter to $14.5 million at March 31, 2025, compared to $14.2 million at December 31, 2024.
Special mention loans increased $6.5 million to $15.0 million at March 31, 2025, from $8.5 million in the previous quarter. The increase was largely due to one C&I relationship that showed weaker cash flow than expected.
The efficiency ratio was 73% for the quarter ended March 31, 2025, compared to 76% for the quarter ended December 31, 2024.

Balance Sheet and Asset Quality

Total assets increased by $31.4 million during the quarter to $1.780 billion at March 31, 2025.

Cash increased $50.0 million due to the growth in deposits and loan shrinkage growing our balances at the Federal Reserve.

Securities available for sale (“AFS”) decreased $3.2 million during the quarter ended March 31, 2025, to $139.6 million from $142.9 million at December 31, 2024. The decrease was due to principal repayments of $2.6 million, and a corporate debt security maturity of $2.5 million, partially offset by lower pre-tax unrealized losses of $1.9 million.

Securities held to maturity (“HTM”) decreased $1.2 million to $84.3 million during the quarter ended March 31, 2025, from $85.5 million at December 31, 2024, due to principal repayments.

The on-balance sheet liquidity ratio, which is defined as the fair market value of AFS and HTM securities that are not pledged and cash on deposit with other financial institutions, was 14.38% of total assets at March 31, 2025, compared to 11.75% at December 31, 2024. On-balance sheet liquidity collateralized new borrowing capacity and uncommitted federal funds borrowing availability was $852 million, or 314%, of uninsured and uncollateralized deposits at March 31, 2025, and $725 million, or 273%, at December 31, 2024.

Loans receivable decreased $16.3 million during the first quarter ended March 31, 2025, to $1.353 billion compared to the prior quarter end, largely due to the seasonal impact of lower origination and funding activity.

The office loan portfolio consisting of seventy-two loans totaled $28 million at March 31, 2025, compared to seventy-one loans totaling $28 million at December 31, 2024. Criticized loans in the office loan portfolio for the quarter ended March 31, 2025, totaled $0.5 million, the same amount at December 31, 2024, and there have been no charge-offs in the trailing twelve months.

The allowance for credit losses on loans decreased by $0.34 million to $20.2 million at March 31, 2025, representing 1.49% of total loans receivable compared to 1.50% of total loans receivable at December 31, 2024. For the quarter ended March 31, 2025, the Bank recorded a negative provision of $0.25 million which included a negative provision on ACL for loans of $0.35 million, partially offset by a provision of $0.10 million on ACL for unfunded commitments due to an increase in unfunded commitments. 30-89 day loan delinquencies decreased to 0.15% of total loans at March 31, 2025, compared to a 0.33% delinquency ratio at December 31, 2024. The Bank had $0.007 million of net recoveries in the first quarter.

Allowance for Credit Losses (“ACL”) – Loans Percentage

(in thousands, except ratios)

	March 31, 2025			December 31, 2024			September 30, 2024			June 30, 2024
Loans, end of period	$	1,352,728		$	1,368,981		$	1,424,828		$	1,428,588
Allowance for credit losses – Loans	$	20,205		$	20,549		$	21,000		$	21,178
ACL – Loans as a percentage of loans, end of period		1.49	%		1.50	%		1.47	%		1.48	%

In addition to the ACL – Loans, the Company has established an ACL – Unfunded Commitments of $0.435 million at March 31, 2025, $0.334 million at December 31, 2024, and $0.975 million at March 31, 2024, classified in other liabilities on the consolidated balance sheets.

Allowance for Credit Losses – Unfunded Commitments:
(in thousands)

	March 31, 2025 and Three Months Ended		December 31, 2024 and Three Months Ended			March 31, 2024 and Three Months Ended
ACL – Unfunded commitments – beginning of period	$	334	$	460		$	1,250
(Reductions) additions to ACL – Unfunded commitments via provision for credit losses charged to operations		101		(126	)		(275	)
ACL – Unfunded commitments – end of period	$	435	$	334		$	975

Special mention loans increased by $6.5 million to $15.0 million at March 31, 2025, compared to $8.5 million at December 31, 2024. The increase was largely due to one C&I relationship as noted earlier.

Substandard loans increased by $0.7 million to $19.6 million at March 31, 2025, compared to $18.9 million at December 31, 2024.

Nonperforming assets increased modestly by $0.3 million to $14.5 million at March 31, 2025, compared to $14.2 million at December 31, 2024.

	(in thousands)
	March 31, 2025		December 31, 2024		September 30, 2024		June 30, 2024		March 31, 2024
Special mention loan balances	$	14,990	$	8,480	$	11,047	$	8,848	$	13,737
Substandard loan balances		19,591		18,891		21,202		14,420		14,733
Criticized loans, end of period	$	34,581	$	27,371	$	32,249	$	23,268	$	28,470

Deposit Portfolio Composition
(in thousands)

	March 31, 2025		December 31, 2024		September 30, 2024		June 30, 2024		March 31, 2024
Consumer deposits	$	861,746	$	852,083	$	844,808	$	822,665	$	827,290
Commercial deposits		423,654		412,355		406,095		395,148		400,910
Public deposits		211,261		190,460		176,844		187,698		202,175
Wholesale deposits		26,993		33,250		92,920		114,033		97,114
Total deposits	$	1,523,654	$	1,488,148	$	1,520,667	$	1,519,544	$	1,527,489

At March 31, 2025, the deposit portfolio composition was 56% consumer, 28% commercial, 14% public, and 2% wholesale deposits compared to 57% consumer, 28% commercial, 13% public, and 2% wholesale deposits at December 31, 2024.

Deposit Composition By Type
(in thousands)

	March 31, 2025		December 31, 2024		September 30, 2024		June 30, 2024		March 31, 2024
Non-interest-bearing demand deposits	$	253,343	$	252,656	$	256,840	$	255,703	$	248,537
Interest-bearing demand deposits		386,302		355,750		346,971		353,477		361,278
Savings accounts		167,614		159,821		169,096		170,946		177,595
Money market accounts		370,741		369,534		366,067		370,164		387,879
Certificate accounts		345,654		350,387		381,693		369,254		352,200
Total deposits	$	1,523,654	$	1,488,148	$	1,520,667	$	1,519,544		1,527,489

Uninsured and uncollateralized deposits were $271.7 million, or 18% of total deposits, at March 31, 2025, and $265.4 million, or 18% of total deposits, at December 31, 2024. Uninsured deposits alone at March 31, 2025, were $444.4 million, or 29% of total deposits, and $428.0 million, or 29% of total deposits at December 31, 2024.

The last remaining Federal Home Loan Bank advance was repaid in the quarter, resulting in no advances at March 31, 2025, down from $5.0 million at December 31, 2024, and $39.5 million one year earlier.

No common stock was repurchased in the first quarter of 2025. There are 238 thousand shares remaining available to repurchase under the July 2024 Board of Director repurchase authorization.

Review of Operations

Net interest income decreased $0.1 million for the quarter ended March 31, 2025, to $11.6 million from $11.7 million for the quarter ended December 31, 2024, and decreased $0.3 million from $11.9 million for the quarter ended March 31, 2024. The decrease in net interest income compared to the fourth quarter of 2024 was primarily due to two fewer days of interest income or approximately $0.2 million, the impact of smaller average assets of $0.2 million, offset by an increase in net interest margin of six basis points or $0.3 million. The net interest margin increase was negatively impacted by 3 basis points due to lower deferred fee accretion compared to the fourth quarter resulting from lower loan payoffs.

Net interest income and net interest margin analysis:
(in thousands, except yields and rates)

	Three months ended
	March 31, 2025					December 31, 2024					September 30, 2024					June 30, 2024					March 31, 2024
	Net Interest Income			Net Interest Margin		Net Interest Income			Net Interest Margin		Net Interest Income			Net Interest Margin		Net Interest Income			Net Interest Margin		Net Interest Income			Net Interest Margin
As reported	$	11,594		2.85	%	$	11,708		2.79	%	$	11,285		2.63	%	$	11,576		2.72	%	$	11,905		2.77	%
Less accretion for PCD loans		(36	)	(0.01)%			(42	)	(0.01)%			(45	)	(0.01)%			(62	)	(0.01)%			(75	)	(0.02)%
Less scheduled accretion interest		(33	)	(0.01)%			(33	)	(0.01)%			(33	)	(0.01)%			(32	)	(0.01)%			(33	)	(0.01)%
Without loan purchase accretion	$	11,525		2.83	%	$	11,633		2.77	%	$	11,207		2.61	%	$	11,482		2.70	%	$	11,797		2.74	%

The table below shows the impact of certificate, loan and securities contractual fixed rate maturing and repricing.

Portfolio Contractual Repricing:
(in millions, except yields)

	Q2 2025			Q3 2025			Q4 2025			Q1 2026			Q2 2026			Q3 2026			Q4 2026			FY 2027
Maturing Certificate Accounts:
Contractual Balance	$	174		$	101		$	28		$	23		$	8		$	—		$	—		$	8
Contractual Interest Rate		4.59	%		3.98	%		3.72	%		3.66	%		3.47	%		—	%		—	%		4.01	%
Maturing or Repricing Loans:
Contractual Balance	$	52		$	18		$	55		$	45		$	51		$	120		$	98		$	243
Contractual Interest Rate		6.62	%		6.14	%		4.64	%		4.53	%		4.18	%		3.61	%		3.72	%		4.66	%
Maturing or Repricing Securities:
Contractual Balance	$	5		$	3		$	4		$	2		$	7		$	7		$	3		$	6
Contractual Interest Rate		5.64	%		4.07	%		4.31	%		3.72	%		3.57	%		3.44	%		3.27	%		4.47	%

Non-interest income increased by $0.6 million in the first quarter of 2025, to $2.6 million from $2.0 million the prior quarter due to $0.5 million of higher gain on sale of loans and $0.3 million of higher net gains on equity securities. Total non-interest income for the quarter ended March 31, 2025, was $0.7 million lower than first quarter 2024 primarily due to lower gain on sale of loans and net realized gains on debt securities.

Non-interest expense decreased $0.3 million to $10.5 million from $10.8 million for both the previous quarter and the quarter one year earlier. The $0.3 million decrease in non-interest expense compared to the linked quarter was largely due to lower compensation due to lower incentive costs and lower losses on repossessed assets. The $0.3 million decrease from the first quarter of 2024 was largely due to a $0.4 million decrease in other expense due to lower SBA recourse reserve expense.

Provision for income taxes increased to $0.8 million in the first quarter of 2025, from $0.7 million in the fourth quarter of 2024, largely due to higher pre-tax income. The effective tax rate was 19.6% for the quarter ended March 31, 2025, 19.5% for the quarter ended December 31, 2024, and 21.3% for the quarter ended March 31, 2024.

These financial results are preliminary until the Form 10-Q is filed in May 2025.

About the Company

Citizens Community Bancorp, Inc. (NASDAQ: “CZWI”) is the holding company of the Bank, a national bank based in Altoona, Wisconsin, currently serving customers primarily in Wisconsin and Minnesota through 21 branch locations. Its primary markets include the Chippewa Valley Region in Wisconsin, the Twin Cities and Mankato markets in Minnesota, and various rural communities around these areas. The Bank offers traditional community banking services to businesses, ag operators and consumers, including residential mortgage loans.

Cautionary Statement Regarding Forward-Looking Statements

Certain statements contained in this release are considered “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. These statements may be identified using forward-looking words or phrases such as “anticipate,” “believe,” “could,” “expect,” “estimates,” “intend,” “may,” “on pace,” “preliminary,” “planned,” “potential,” “should,” “will,” “would” or the negative of those terms or other words of similar meaning. Such forward-looking statements in this release are inherently subject to many uncertainties arising in the operations and business environment of the Company and the Bank. These uncertainties include: conditions in the financial markets and economic conditions generally; the impact of inflation on our business and our customers; geopolitical tensions, including current or anticipated impact of military conflicts; higher lending risks associated with our commercial and agricultural banking activities; future pandemics (including new variants of COVID-19); cybersecurity risks; adverse impacts on the regional banking industry and the business environment in which it operates; interest rate risk; lending risk; changes in the fair value or ratings downgrades of our securities; the sufficiency of allowance for credit losses; competitive pressures among depository and other financial institutions; disintermediation risk; our ability to maintain our reputation; our ability to maintain or increase our market share; our ability to realize the benefits of net deferred tax assets; our ability to obtain needed liquidity; our ability to raise capital needed to fund growth or meet regulatory requirements; our ability to attract and retain key personnel; our ability to keep pace with technological change; prevalence of fraud and other financial crimes; the possibility that our internal controls and procedures could fail or be circumvented; our ability to successfully execute our acquisition growth strategy; risks posed by acquisitions and other expansion opportunities, including difficulties and delays in integrating the acquired business operations or fully realizing the cost savings and other benefits; restrictions on our ability to pay dividends; the potential volatility of our stock price; accounting standards for credit losses; legislative or regulatory changes or actions, or significant litigation, adversely affecting the Company or Bank; public company reporting obligations; changes in federal or state tax laws; and changes in accounting principles, policies or guidelines and their impact on financial performance. Stockholders, potential investors, and other readers are urged to consider these factors carefully in evaluating the forward-looking statements and are cautioned not to place undue reliance on such forward-looking statements. Such uncertainties and other risks that may affect the Company’s performance are discussed further in Part I, Item 1A, “Risk Factors,” in the Company’s Form 10-K, for the year ended December 31, 2024, filed with the Securities and Exchange Commission (“SEC”) on March 13, 2025 and the Company’s subsequent filings with the SEC. The Company undertakes no obligation to make any revisions to the forward-looking statements contained in this news release or to update them to reflect events or circumstances occurring after the date of this release.

¹Non-GAAP Financial Measures

This press release contains non-GAAP financial measures, such as net income as adjusted, net income as adjusted per share, tangible book value, tangible book value per share, tangible common equity as a percent of tangible assets and return on average tangible common equity, which management believes may be helpful in understanding the Company’s results of operations or financial position and comparing results over different periods.

Net income as adjusted and net income as adjusted per share are non-GAAP measures that eliminate the impact of certain expenses such as branch closure costs and related severance pay, accelerated depreciation expense and lease termination fees, and the gain on sale of branch deposits and fixed assets. Tangible book value, tangible book value per share, tangible common equity as a percentage of tangible assets and return on average tangible common equity are non-GAAP measures that eliminate the impact of goodwill and intangible assets on our financial position. Management believes these measures are useful in assessing the strength of our financial position.

Where non-GAAP financial measures are used, the comparable GAAP financial measure, as well as the reconciliation to the comparable GAAP financial measure, can be found in this press release. These disclosures should not be viewed as a substitute for operating results determined in accordance with GAAP, nor are they necessarily comparable to non-GAAP performance measures that may be presented by other banks and financial institutions.

Contact: Steve Bianchi, CEO
(715)-836-9994

(CZWI-ER)

CITIZENS COMMUNITY BANCORP, INC. Consolidated Balance Sheets (in thousands, except share data)

	March 31, 2025 (unaudited)			December 31, 2024 (audited)			September 30, 2024 (unaudited)			March 31, 2024 (unaudited)
Assets
Cash and cash equivalents	$	100,199		$	50,172		$	36,632		$	28,638
Securities available for sale “AFS”		139,642			142,851			149,432			151,672
Securities held to maturity “HTM”		84,301			85,504			87,033			89,942
Equity investments		5,462			4,702			5,096			3,281
Other investments		12,496			12,500			12,311			13,022
Loans receivable		1,352,728			1,368,981			1,424,828			1,450,159
Allowance for credit losses		(20,205	)		(20,549	)		(21,000	)		(22,436	)
Loans receivable, net		1,332,523			1,348,432			1,403,828			1,427,723
Loans held for sale		3,296			1,329			697			—
Mortgage servicing rights, net		3,583			3,663			3,696			3,774
Office properties and equipment, net		16,649			17,075			17,365			18,026
Accrued interest receivable		5,926			5,653			6,235			6,324
Intangible assets		800			979			1,158			1,515
Goodwill		31,498			31,498			31,498			31,498
Foreclosed and repossessed assets, net		876			915			1,572			1,845
Bank owned life insurance (“BOLI”)		26,296			26,102			25,901			25,836
Other assets		16,416			17,144			16,683			16,219
TOTAL ASSETS	$	1,779,963		$	1,748,519		$	1,799,137		$	1,819,315
Liabilities and Stockholders’ Equity
Liabilities:
Deposits	$	1,523,654		$	1,488,148		$	1,520,667		$	1,527,489
Federal Home Loan Bank (“FHLB”) advances		—			5,000			21,000			39,500
Other borrowings		61,664			61,606			61,548			67,523
Other liabilities		14,594			14,681			15,773			11,982
Total liabilities		1,599,912			1,569,435			1,618,988			1,646,494
Stockholders’ Equity:
Common stock— $0.01 par value, authorized 30,000,000; 9,989,536, 9,981,996, 10,074,136, and 10,406,880 shares issued and outstanding, respectively		100			100			101			104
Additional paid-in capital		114,477			114,564			115,455			118,916
Retained earnings		80,439			80,840			78,438			71,831
Accumulated other comprehensive loss		(14,965	)		(16,420	)		(13,845	)		(18,030	)
Total stockholders’ equity		180,051			179,084			180,149			172,821
TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY	$	1,779,963		$	1,748,519		$	1,799,137		$	1,819,315

Note: Certain items previously reported were reclassified for consistency with the current presentation.

CITIZENS COMMUNITY BANCORP, INC. Consolidated Statements of Operations (in thousands, except per share data)

	Three Months Ended
	March 31, 2025 (unaudited)			December 31, 2024 (unaudited)			March 31, 2024 (unaudited)
Interest and dividend income:
Interest and fees on loans	$	18,602		$	19,534		$	20,168
Interest on investments		2,501			2,427			2,511
Total interest and dividend income		21,103			21,961			22,679
Interest expense:
Interest on deposits		8,597			9,273			9,209
Interest on FHLB borrowed funds		11			65			512
Interest on other borrowed funds		901			915			1,053
Total interest expense		9,509			10,253			10,774
Net interest income before provision for credit losses		11,594			11,708			11,905
(Negative) provision for credit losses		(250	)		(450	)		(800	)
Net interest income after provision for credit losses		11,844			12,158			12,705
Non-interest income:
Service charges on deposit accounts		423			450			471
Interchange income		518			550			541
Loan servicing income		559			520			582
Gain on sale of loans		720			218			1,020
Loan fees and service charges		120			292			230
Net realized gains on debt securities		—			—			—
Net gains (losses) on equity securities		10			(287	)		167
Other		243			266			253
Total non-interest income		2,593			2,009			3,264
Non-interest expense:
Compensation and related benefits		5,597			5,840			5,483
Occupancy		1,287			1,217			1,367
Data processing		1,719			1,743			1,597
Amortization of intangible assets		179			179			179
Mortgage servicing rights expense, net		140			107			148
Advertising, marketing and public relations		167			218			164
FDIC premium assessment		198			192			205
Professional services		508			514			566
Losses on repossessed assets, net		4			247			—
Other		664			552			1,068
Total non-interest expense		10,463			10,809			10,777
Income before provision for income taxes		3,974			3,358			5,192
Provision for income taxes		777			656			1,104
Net income attributable to common stockholders	$	3,197		$	2,702		$	4,088
Per share information:
Basic earnings	$	0.32		$	0.27		$	0.39
Diluted earnings	$	0.32		$	0.27		$	0.39
Cash dividends paid	$	0.36		$	—		$	0.32
Book value per share at end of period	$	18.02		$	17.94		$	16.61
Tangible book value per share at end of period (non-GAAP)	$	14.79		$	14.69		$	13.43

Reconciliation of GAAP Net Income and Net Income as Adjusted (non-GAAP)

(in thousands, except per share data)

	Three Months Ended
	March 31, 2025		December 31, 2024		March 31, 2024

GAAP pretax income	$	3,974	$	3,358	$	5,192
Branch closure costs (1)		—		—		—
Pretax income as adjusted (2)	$	3,974	$	3,358	$	5,192
Provision for income tax on net income as adjusted (3)		777		656		1,104
Net income as adjusted (non-GAAP) (2)	$	3,197	$	2,702	$	4,088
GAAP diluted earnings per share, net of tax	$	0.32	$	0.27	$	0.39
Branch closure costs, net of tax		—		—		—
Diluted earnings per share, as adjusted, net of tax (non-GAAP)	$	0.32	$	0.27	$	0.39

Average diluted shares outstanding		10,000,818		10,033,957		10,443,267

(1) Branch closure costs include severance pay recorded in compensation and benefits and depreciation and right of use lease asset accelerated expense included in other non-interest expense in the consolidated statement of operations.
(2) Pretax income as adjusted and net income as adjusted are non-GAAP measures that management believes enhances the market’s ability to assess the underlying business performance and trends related to core business activities.
(3) Provision for income tax on net income as adjusted is calculated at our effective tax rate for each respective period presented.

Loan Composition

(in thousands)

	March 31, 2025			December 31, 2024			September 30, 2024			June 30, 2024
Total Loans:
Commercial/Agricultural real estate:
Commercial real estate	$	709,975		$	709,018		$	730,459		$	729,236
Agricultural real estate		71,071			73,130			76,043			78,248
Multi-family real estate		237,872			220,805			239,191			234,758
Construction and land development		58,461			78,489			87,875			87,898
C&I/Agricultural operating:
Commercial and industrial		109,620			115,657			119,619			127,386
Agricultural operating		29,310			31,000			27,550			27,409
Residential mortgage:
Residential mortgage		129,070			132,341			134,944			133,503
Purchased HELOC loans		2,560			2,956			2,932			2,915
Consumer installment:
Originated indirect paper		3,434			3,970			4,405			5,110
Other consumer		4,679			5,012			5,438			5,860
Gross loans	$	1,356,052		$	1,372,378		$	1,428,456		$	1,432,323
Unearned net deferred fees and costs and loans in process		(2,542	)		(2,547	)		(2,703	)		(2,733	)
Unamortized discount on acquired loans		(782	)		(850	)		(925	)		(1,002	)
Total loans receivable	$	1,352,728		$	1,368,981		$	1,424,828		$	1,428,588

Nonperforming Assets
Loan Balances at Amortized Cost

(in thousands, except ratios)

	March 31, 2025			December 31, 2024			September 30, 2024			June 30, 2024
Nonperforming assets:
Nonaccrual loans
Commercial real estate	$	4,948		$	4,594		$	4,778		$	5,350
Agricultural real estate		5,934			6,222			6,193			382
Construction and land development		—			103			106			—
Commercial and industrial (“C&I”)		701			597			1,956			422
Agricultural operating		725			793			901			1,017
Residential mortgage		782			858			1,088			1,145
Consumer installment		1			1			20			36
Total nonaccrual loans	$	13,091		$	13,168		$	15,042		$	8,352
Accruing loans past due 90 days or more		568			186			530			256
Total nonperforming loans (“NPLs”) at amortized cost		13,659			13,354			15,572			8,608
Foreclosed and repossessed assets, net		876			915			1,572			1,662
Total nonperforming assets (“NPAs”)	$	14,535		$	14,269		$	17,144		$	10,270
Loans, end of period	$	1,352,728		$	1,368,981		$	1,424,828		$	1,428,588
Total assets, end of period	$	1,779,963		$	1,748,519		$	1,799,137		$	1,802,307
Ratios:
NPLs to total loans		1.01	%		0.98	%		1.09	%		0.60	%
NPAs to total assets		0.82	%		0.82	%		0.95	%		0.57	%

Average Balances, Interest Yields and Rates

(in thousands, except yields and rates)

	Three Months Ended March 31, 2025						Three Months Ended December 31, 2024						Three Months Ended March 31, 2024
	Average Balance		Interest Income/ Expense		Average Yield/ Rate		Average Balance		Interest Income/ Expense		Average Yield/ Rate		Average Balance		Interest Income/ Expense		Average Yield/ Rate
Average interest earning assets:
Cash and cash equivalents	$	47,835	$	524	4.44	%	$	26,197	$	327	4.97	%	$	13,071	$	191	5.88	%
Loans receivable		1,363,352		18,602	5.53	%		1,396,854		19,534	5.56	%		1,456,586		20,168	5.57	%
Investment securities		228,514		1,808	3.21	%		235,268		1,940	3.28	%		243,991		2,060	3.40	%
Other investments		12,498		169	5.48	%		12,318		160	5.17	%		13,350		260	7.83	%
Total interest earning assets	$	1,652,199	$	21,103	5.18	%	$	1,670,637	$	21,961	5.23	%	$	1,726,998	$	22,679	5.28	%
Average interest-bearing liabilities:
Savings accounts	$	167,001	$	407	0.99	%	$	162,501	$	383	0.94	%	$	176,838	$	421	0.96	%
Demand deposits		382,355		2,033	2.16	%		346,411		1,891	2.17	%		353,995		2,017	2.29	%
Money market accounts		365,528		2,535	2.81	%		351,566		2,720	3.08	%		377,475		2,920	3.11	%
CD’s		343,751		3,622	4.27	%		374,087		4,279	4.55	%		360,177		3,851	4.30	%
Total deposits	$	1,258,635	$	8,597	2.77	%	$	1,234,565	$	9,273	2.99	%	$	1,268,485	$	9,209	2.92	%
FHLB advances and other borrowings		64,635		912	5.72	%		72,431		980	5.38	%		124,701		1,565	5.05	%
Total interest-bearing liabilities	$	1,323,270	$	9,509	2.91	%	$	1,306,996	$	10,253	3.12	%	$	1,393,186	$	10,774	3.11	%
Net interest income			$	11,594					$	11,708					$	11,905
Interest rate spread					2.27	%					2.11	%					2.17	%
Net interest margin					2.85	%					2.79	%					2.77	%
Average interest earning assets to average interest-bearing liabilities					1.25						1.28						1.24

Wholesale Deposits
(in thousands)

	Quarter Ended
	March 31, 2025		December 31, 2024		September 30, 2024		June 30, 2024		March 31, 2024
Brokered certificate accounts	$	5,489	$	14,123	$	48,578	$	54,123	$	43,507
Brokered money market accounts		5,053		5,002		18,076		42,673		40,429
Third party originated reciprocal deposits		16,451		14,125		26,266		17,237		13,178
Total	$	26,993	$	33,250	$	92,920	$	114,033	$	97,114

Key Financial Metric Ratios:

	Three Months Ended
	March 31, 2025		December 31, 2024		March 31, 2024
Ratios based on net income:
Return on average assets (annualized)	0.74	%	0.61	%	0.90	%
Return on average equity (annualized)	7.26	%	6.00	%	9.57	%
Return on average tangible common equity⁴(annualized)	9.28	%	7.72	%	12.26	%
Efficiency ratio	73	%	76	%	71	%
Net interest margin with loan purchase accretion	2.85	%	2.79	%	2.77	%
Net interest margin without loan purchase accretion	2.83	%	2.77	%	2.74	%
Ratios based on net income as adjusted (non-GAAP)
Return on average assets as adjusted²(annualized)	0.74	%	0.61	%	0.90	%
Return on average equity as adjusted³(annualized)	7.26	%	6.00	%	9.57	%

Reconciliation of Return on Average Assets

(in thousands, except ratios)

	Three Months Ended
	March 31, 2025			December 31, 2024			March 31, 2024

GAAP earnings after income taxes	$	3,197		$	2,702		$	4,088
Net income as adjusted after income taxes (non-GAAP) (1)	$	3,197		$	2,702		$	4,088
Average assets	$	1,763,191		$	1,771,351		$	1,834,152
Return on average assets (annualized)		0.74	%		0.61	%		0.90	%
Return on average assets as adjusted (non-GAAP) (annualized)		0.74	%		0.61	%		0.90	%

(1) See Reconciliation of GAAP Net Income and Net Income as Adjusted (non-GAAP)

Reconciliation of Return on Average Equity

(in thousands, except ratios)

	Three Months Ended
	March 31, 2025			December 31, 2024			March 31, 2024
GAAP earnings after income taxes	$	3,197		$	2,702		$	4,088
Net income as adjusted after income taxes (non-GAAP) (1)	$	3,197		$	2,702		$	4,088
Average equity	$	178,470		$	179,242		$	171,794
Return on average equity (annualized)		7.26	%		6.00	%		9.57	%
Return on average equity as adjusted (non-GAAP) (annualized)		7.26	%		6.00	%		9.57	%

(1) See Reconciliation of GAAP Net Income and Net Income as Adjusted (non-GAAP)

Reconciliation of Return on Average Tangible Common Equity (non-GAAP)

(in thousands, except ratios)

	Three Months Ended
	March 31, 2025			December 31, 2024			March 31, 2024
Total stockholders’ equity	$	180,051		$	179,084		$	172,821
Less: Goodwill		(31,498	)		(31,498	)		(31,498	)
Less: Intangible assets		(800	)		(979	)		(1,515	)
Tangible common equity (non-GAAP)	$	147,753		$	146,607		$	139,808
Average tangible common equity (non-GAAP)	$	146,083		$	146,676		$	138,692
GAAP earnings after income taxes		3,197			2,702			4,088
Amortization of intangible assets, net of tax		144			144			141
Tangible net income	$	3,341		$	2,846		$	4,229
Return on average tangible common equity (annualized)		9.28	%		7.72	%		12.26	%

Reconciliation of Efficiency Ratio

(in thousands, except ratios)

	Three Months Ended
	March 31, 2025			December 31, 2024			March 31, 2024
Non-interest expense (GAAP)	$	10,463		$	10,809		$	10,777
Less amortization of intangibles		(179	)		(179	)		(179	)
Efficiency ratio numerator (GAAP)	$	10,284		$	10,630		$	10,598

Non-interest income	$	2,593		$	2,009		$	3,264
Add back net losses on debt and equity securities		—			(287	)		—
Subtract net gains on debt and equity securities		10			—			167
Net interest income		11,594			11,708			11,905
Efficiency ratio denominator (GAAP)	$	14,177		$	14,004		$	15,002
Efficiency ratio (GAAP)		73	%		76	%		71	%

Reconciliation of tangible book value per share (non-GAAP)

(in thousands, except per share data)

Tangible book value per share at end of period	March 31, 2025			December 31, 2024			September 30, 2024			June 30, 2024			March 31, 2024
Total stockholders’ equity	$	180,051		$	179,084		$	180,149		$	176,045		$	172,821
Less: Goodwill		(31,498	)		(31,498	)		(31,498	)		(31,498	)		(31,498	)
Less: Intangible assets		(800	)		(979	)		(1,158	)		(1,336	)		(1,515	)
Tangible common equity (non-GAAP)	$	147,753		$	146,607		$	147,493		$	143,211		$	139,808
Ending common shares outstanding		9,989,536			9,981,996			10,074,136			10,297,341			10,406,880
Book value per share	$	18.02		$	17.94		$	17.88		$	17.10		$	16.61
Tangible book value per share (non-GAAP)	$	14.79		$	14.69		$	14.64		$	13.91		$	13.43

Reconciliation of tangible common equity as a percent of tangible assets (non-GAAP)

(in thousands, except ratios)

Tangible common equity as a percent of tangible assets at end of period	March 31, 2025			December 31, 2024			September 30, 2024			June 30, 2024			March 31, 2024
Total stockholders’ equity	$	180,051		$	179,084		$	180,149		$	176,045		$	172,821
Less: Goodwill		(31,498	)	$	(31,498	)	$	(31,498	)	$	(31,498	)		(31,498	)
Less: Intangible assets		(800	)	$	(979	)	$	(1,158	)	$	(1,336	)		(1,515	)
Tangible common equity (non-GAAP)	$	147,753		$	146,607		$	147,493		$	143,211		$	139,808
Total Assets	$	1,779,963		$	1,748,519		$	1,799,137		$	1,802,307		$	1,819,315
Less: Goodwill		(31,498	)		(31,498	)		(31,498	)		(31,498	)		(31,498	)
Less: Intangible assets		(800	)		(979	)		(1,158	)		(1,336	)		(1,515	)
Tangible Assets (non-GAAP)	$	1,747,665		$	1,716,042		$	1,766,481		$	1,769,473		$	1,786,302
Total stockholders’ equity to total assets ratio		10.12	%		10.24	%		10.01	%		9.77	%		9.50	%
Tangible common equity as a percent of tangible assets (non-GAAP)		8.45	%		8.54	%		8.35	%		8.09	%		7.83	%

¹Net income as adjusted and net income as adjusted per share are non-GAAP financial measures that management believes enhances investors’ ability to understand the underlying business performance and trends related to core business activities. For a detailed reconciliation of GAAP to non-GAAP results, see the accompanying financial table “Reconciliation of GAAP Net Income and Net Income as Adjusted (non-GAAP)”.

²Return on average assets as adjusted is a non-GAAP measure that management believes enhances investors’ ability to understand the underlying business performance and trends relative to average assets. For a detailed reconciliation of GAAP to non-GAAP results, see the accompanying financial table “Reconciliation of Return on Average Assets as Adjusted (non-GAAP)”.

³Return on average equity as adjusted is a non-GAAP measure that management believes enhances investors’ ability to understand the underlying business performance and trends relative to average equity. For a detailed reconciliation of GAAP to non-GAAP results, see the accompanying financial table “Reconciliation of Return on Average Equity as Adjusted (non-GAAP)”.

⁴Tangible book value, tangible book value per share, tangible common equity as a percent of tangible assets and return on tangible common equity are non-GAAP measures that management believes enhances investors’ ability to understand the Company’s financial position. For a detailed reconciliation of GAAP to non-GAAP results, see the accompanying financial table “Reconciliation of tangible book value per share (non-GAAP)”, “Reconciliation of tangible common equity as a percent of tangible assets (non-GAAP)”, and “Reconciliation of return on average tangible common equity)”.

The MIL Network –

April 29, 2025

MIL-OSI: reAlpha Tech Corp. Appoints Cristol Rippe as CMO

Source: GlobeNewswire (MIL-OSI)

DUBLIN, Ohio, April 28, 2025 (GLOBE NEWSWIRE) — reAlpha Tech Corp. (Nasdaq: AIRE) (“reAlpha” or the “Company”), a real estate technology company developing and commercializing artificial intelligence (“AI”) technologies, is pleased to announce the appointment of Cristol Rippe as Chief Marketing Officer, effective immediately. In this role, Ms. Rippe will oversee and expand all aspects of brand, marketing, and communications of the Company, reporting directly to the Company’s President and Chief Operating Officer, Mike Logozzo.

Ms. Rippe brings over 20 years of experience building and scaling high-growth organizations in the fintech and real estate sectors. Most recently, she served as Chief Marketing Officer at Landed, a mission-driven fintech that helped essential professionals access homeownership. There, she led the company’s go-to-market strategy, expanding services nationally and more than doubling both the business-to-business and business-to-consumer pipelines. Prior to Landed, she was the founding marketing leader at Root Insurance, where she built and led the marketing team through rapid scale-up, helping the company grow to over $600 million in annual written premiums. At Root, she drove more than 500% YoY growth and led a full-funnel marketing strategy that dramatically increased brand awareness and drove rapid, sustainable growth. She also played a key role in Root’s successful IPO in October 2020, further demonstrating her ability to build brand equity and deliver results in high-stakes environments.

“Cristol’s arrival marks an exciting new chapter for the reAlpha executive team,” said Mike Logozzo, President and Chief Operating Officer of reAlpha. “Her proven ability to drive growth, elevate brand presence, and scale marketing functions aligns directly with our mission to simplify homebuying through AI. Cristol brings both strategic vision and operational expertise, and her leadership is already making a strong contribution to our organization.”

Ms. Rippe’s appointment comes after reAlpha’s announcement of a media-for-equity deal with Mercurius Media Capital in March of this year, worth $5 million. Under the terms of the agreement, reAlpha gains access to Mercurius’ media expertise and U.S. multi-channel media partners on a media credits to equity basis. Ms. Rippe will help refine reAlpha’s brand messaging and capitalize on the Mercurius arrangement to grow reAlpha’s brand awareness.

“reAlpha is redefining how people buy and finance homes, and I’m incredibly honored to join at this inflection point,” said Ms. Rippe. “The combination of AI, real estate, and consumer-first innovation is rare and powerful. I look forward to helping unlock reAlpha’s next phase of growth.”

About reAlpha Tech Corp.

reAlpha Tech Corp. (Nasdaq: AIRE) is a real estate technology company developing an end-to-end commission-free homebuying platform. Utilizing the power of AI and an acquisition-led growth strategy, reAlpha’s goal is to offer a more affordable, streamlined experience for those on the journey to homeownership. For more information, visit www.realpha.com.

Forward-Looking Statements
The information in this press release includes “forward-looking statements”. Forward-looking statements include, among other things, statements about the appointment of Ms. Rippe as Chief Marketing Officer and the anticipated benefits thereof. In some cases, you can identify forward-looking statements by terminology such as “may”, “should”, “could”, “might”, “plan”, “possible”, “project”, “strive”, “budget”, “forecast”, “expect”, “intend”, “will”, “estimate”, “anticipate”, “believe”, “predict”, “potential” or “continue”, or the negatives of these terms or variations of them or similar terminology. Factors that may cause actual results to differ materially from current expectations include, but are not limited to: reAlpha’s limited operating history and that reAlpha has not yet fully developed its AI-based technologies; reAlpha’s ability to commercialize its developing AI-based technologies; whether reAlpha’s technology and products will be accepted and adopted by its customers and intended users; reAlpha’s ability to integrate the business of its acquired companies into its existing business and the anticipated demand for such acquired companies’ services; reAlpha’s ability to successfully enter new geographic markets; reAlpha’s ability to obtain the necessary regulatory and legal approvals to expand into additional U.S. states and maintain, or obtain, brokerage licenses in such states; reAlpha’s ability to generate additional sales or revenue from having access to, or obtaining, additional U.S. states brokerage licenses; reAlpha’s inability to accurately forecast demand for short-term rentals, corporate relocation programs and AI-based real estate focused products; the inability to execute business objectives and growth strategies successfully or sustain reAlpha’s growth; the inability of reAlpha’s customers to pay for reAlpha’s services; changes in applicable laws or regulations, and the impact of the regulatory environment and complexities with compliance related to such environment; and other risks and uncertainties indicated in reAlpha’s SEC filings. Forward-looking statements are based on the opinions and estimates of management at the date the statements are made and are subject to a variety of risks and uncertainties and other factors that could cause actual events or results to differ materially from those anticipated in the forward-looking statements. Although reAlpha believes that the expectations reflected in the forward-looking statements are reasonable, there can be no assurance that such expectations will prove to be correct. reAlpha’s future results, level of activity, performance or achievements may differ materially from those contemplated, expressed or implied by the forward-looking statements, and there is no representation that the actual results achieved will be the same, in whole or in part, as those set out in the forward-looking statements. For more information about the factors that could cause such differences, please refer to reAlpha’s filings with the SEC. Readers are cautioned not to put undue reliance on forward-looking statements, and reAlpha does not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law.

Investor Relations Contact:
Adele Carey, VP of Investor Relations
investorrelations@realpha.com

Media Contact:
Fatema Bhabrawala, Director of Media Relations
FBHabrawala@allianceadvisors.com

The MIL Network –

April 29, 2025
MIL-OSI: Plymouth Rock Assurance and New Jersey Business and Industry Association Align to Launch Insurance Discount Program

Source: GlobeNewswire (MIL-OSI)

WOODBRIDGE, N.J., April 28, 2025 (GLOBE NEWSWIRE) — Plymouth Rock Assurance, a leading auto and home insurance provider in the Northeast, is proud to announce its affiliation with the New Jersey Business and Industry Association (NJBIA). This opportunity reflects Plymouth Rock’s commitment to supporting NJBIA members and their employees with valuable benefits, tailored coverage options, and dedicated service.

The program offers personal auto insurance discounts and is available to all members and their employees of the NJBIA in New Jersey. It includes unique benefits like Get Home Safe^® tax and rideshare reimbursement and Crashbusters^® mobile claim service, in addition to the quality coverage and friendly service consistently offered by Plymouth Rock.

“We are excited to start working with NJBIA to enhance their value proposition to members and their employees,” said Adam Van Loon, Chief Partnerships Officer, Plymouth Rock Management Company of New Jersey. “Plymouth Rock is committed to supporting NJBIA with personal auto insurance solutions that offer valuable discounts, unique benefits and superior service.”

“The New Jersey Business and Industry Association is proud to offer NJBIA’s members and its employees access to exceptional auto insurance savings and personalized coverage options through our affiliation with Plymouth Rock,” said Michele Siekerka, Esq., President and CEO of NJBIA. “We are excited about this offering, which supports our ongoing commitment to deliver meaningful benefits to New Jersey’s business community.”

About Plymouth Rock
Plymouth Rock was established to offer its customers a higher level of service and a more innovative set of products and features than they would expect from an insurance company. Plymouth Rock’s innovative approach puts customers’ convenience and satisfaction first, giving them the choice to do business the way they want—online, with a mobile app, by phone, or by contacting their Plymouth Rock agent. Customers can chat, text, or email to get answers quickly and easily. Plymouth Rock Assurance® and Plymouth Rock® are brand names and service marks used by separate underwriting, managed insurance, and management companies that offer property and casualty insurance in multiple states. Taken together, the companies write and manage more than $2.3 billion in auto and home insurance premiums across Connecticut, Massachusetts, New Hampshire, New Jersey, New York, and Pennsylvania.

Each underwriting and managed insurance company is a separate legal entity that is financially responsible only for its own insurance products. You can learn more about us by visiting plymouthrock.com.

About NJBIA
The New Jersey Business and Industry Association is New Jersey’s voice for business, advocating tirelessly for an affordable and regionally competitive business climate to support New Jersey job creators. In addition, NJBIA provides resources, money savings benefits and products, information and services to help make the Garden State’s businesses prosperous. We are the nation’s largest statewide employer association.

Founded in 1910, as the New Jersey Manufacturers Association, today, NJBIA represents all types of employers and entrepreneurs from the corner pizza shop to the Fortune 500’s. Our association committees and programs bring together our job creators around issues that impact them in growing their business as we collectively aspire to see New Jersey reclaim its stature as the Innovation State.

For more information on NJBIA please visit njbia.org.

Contact:
Kaitlynn Cooney
kcooney@v2comms.com

The MIL Network –

April 29, 2025
MIL-OSI United Kingdom: Council is building for a bright future with new affordable homes scheme

Source: City of Leeds

Work on a new housing development is in full swing as Leeds City Council once again demonstrates its commitment to providing high quality, energy efficient and affordable homes for local families.

The council secured planning permission in October last year for a total of 82 houses and apartments on the site of a former school at Hough Top, in Swinnow, near Pudsey.

And, six months on, construction activity is proceeding at pace, with a new road layout already taking shape and good progress being made on car parking, substations and perimeter fencing.

The development – which is being delivered via Leeds’s Council Housing Growth Programme (CHGP) – will comprise 55 houses and 27 apartments, with a mix of one, two, three and four bedrooms.

The apartments will be located in a new three-storey building named Hough Top Court. The site’s roads, meanwhile, will be called Hough Common, Hough Fold and Hough Drive.

All 82 properties will be made available for affordable rent, an important consideration given the high level of demand for social housing in the wider Pudsey area.

The new homes will also be fitted with air source heat pumps, a sustainable heating solution that will help cut carbon emissions, tackle fuel poverty and support Leeds’s net zero ambitions.

Landscaping and tree-planting work will create attractive open space within the 2.5-hectare site, which has lain empty since the demolition of the former Hough Side High School buildings in 2021 and 2022.

The development is being delivered for the council by construction company Willmott Dixon, which is also conducting a wide-ranging programme of associated community-focused activity. To date, its team has run more than 30 apprentice training weeks, undertaken 50 hours of school engagement and carried out 80 hours of career mentoring for local people.

The bulk of the funding for the scheme – scheduled for completion late next year – is being provided by the council’s housing service via Right to Buy receipts and borrowing, with £1.64m of grant support coming from the West Yorkshire Combined Authority’s Brownfield Housing Fund.

Councillor Jess Lennox, Leeds City Council’s executive member for housing, said:

“The Hough Top scheme is an excellent example of how the council is working, with partners, to deliver good quality, energy efficient and affordable homes for the people of Leeds.

“The difference that a development like this can make to local families is huge, particularly in an area such as Pudsey where there are significant housing needs.

“Our aim is to ensure that communities right across Leeds can benefit in the same way and, while we know there is still much to do, the various schemes currently taking shape as part of our Council Housing Growth Programme are moving us ever closer to realising that ambition.”

Tracy Brabin, Mayor of West Yorkshire, said:

“Because of devolution, we’ve been able to invest almost £90m to help unlock over 5,000 new homes, including dozens of affordable and sustainable homes in Pudsey.

“Working with Leeds City Council, we’re taking decisive action to tackle the housing crisis and deliver the warm, high-quality homes that local families need, with lower rents and energy bills.

“Everyone is entitled to a safe and secure roof over their head, so we will work with central government to get the whole of West Yorkshire building, with new freedoms and funding to deliver thousands more homes and create a greener, more vibrant region.”

Chris Yates, Yorkshire director at Willmott Dixon, said:

“Our team of local housing experts bring a wealth of experience to Hough Top. We share Leeds City Council’s passion for creating employment opportunities for this community. In partnership with our local supply chain partners, we are committed to supporting local people through our dedicated Building Lives Academy skills programme, as well as continuing to work closely with local schools and colleges.”

More than 350 new homes have been built via the council’s CHGP since 2018. More than 420 homes have also been acquired as part of the programme, with these properties and the new-builds both playing a crucial role in efforts to ease local affordable housing pressures.

By increasing the number of appropriate properties available to tenants looking to downsize, the programme has also helped free up some homes that are best suited to larger families.

Locations where new housing has recently been delivered by the CHGP include Barncroft Close in Seacroft and Scott Hall Drive in Chapel Allerton as well as a site in Middleton formerly occupied by Throstle Recreation Ground and Middleton Skills Centre.

Places where CHGP schemes are, like the one at Hough Top, currently under construction include Brooklands Avenue in Seacroft, the Ambertons area of Gipton and the former Middlecross Day Centre site in Armley.

ENDS

MIL OSI United Kingdom –

April 29, 2025
MIL-OSI Global: We’re throwing the Moomins a birthday party – and you’re invited

Source: The Conversation – UK – By Anna Walker, Senior Arts + Culture Editor

Tove Jansson published her first Moomin book, The Moomins and the Great Flood, 80 years ago, in 1945. The story follows a family of hippo-like creatures called “Moomintrolls”, who become refugees after a flood washes away their home. Written at the end of the second world war, when millions were displaced, it reflects the struggles of rebuilding lives after disaster.

The official theme of the anniversary is “the door is always open”, reflecting the themes of acceptance, kindness and chosen families that run through Jansson’s books.

We’re celebrating 80 wonderful years of her magical creatures with a special screening of the 2014 film Moomins on the Riviera and a panel discussion. Come along to the National Science & Media Museum in Bradford on Friday May 23 to watch the film with us and take part in the Q&A with four expert Moominologists about the theme of the refugee experience in Jansson’s work.

As a City of Sanctuary and home to one of four public art commissions honouring Moomin 80, Bradford is the perfect place to mark this milestone. Tickets include a free ebook of expert articles about Jansson and her Moominous creations.

We’d love to see you there, so come along and join in the discussion. Readers of The Conversation get an exclusive 25% off the ticket price – you can book them here using the code Moomins25.

– ref. We’re throwing the Moomins a birthday party – and you’re invited – https://theconversation.com/were-throwing-the-moomins-a-birthday-party-and-youre-invited-248586

MIL OSI – Global Reports –

April 29, 2025
MIL-OSI United Kingdom: Get up to date with your jabs this World Immunisation Week

Source: City of Wolverhampton

The focus of the annual World Health Organisation campaign this year is ‘immunisations for all is humanly possible’ – with the aim of ensuring even more children and young people, adults and the wider community are protected from preventable diseases.

Councillor Jasbir Jaspal, the City of Wolverhampton Council’s Cabinet Member for Adults and Wellbeing, said: “Vaccination is one of the greatest public health interventions, both saving lives and promoting good health.

“Immunisation protects not only the individual but also the population from preventable diseases which can cause serious illness as well as death.

“Vaccines cannot give the disease they are designed to prevent and, if not enough people are vaccinated, diseases that have become uncommon like whooping cough, polio and measles can quickly re-emerge.

“It’s important that vaccines are given when they are due for the best protection, but if you or your child has missed a vaccine, contact your GP to catch up.”

The UK’s national immunisation programme starts from 2 months into old age and provides protection against a range of vaccine preventable infections including diphtheria, haemophilus influenzae type b, hepatitis B, HPV, flu, measles, meningococcal disease, mumps, whooping cough, pneumococcal disease, polio, rotavirus, RSV, rubella, shingles and tetanus.

Other vaccines are available for those with complex health needs or those who are more at risk. More information on the vaccination schedule can be found at NHS | Vaccinations, which also includes facts and dispels myths about vaccination.

If your child has missed their diphtheria, tetanus and polio teenage booster vaccination, the HPV (human papilloma virus) vaccination or the meningococcal (Men ACWY) vaccination in school or if your child is home educated and has not received these vaccinations when they are due, Vaccination UK will be holding a catch up clinic on Bank Holiday Monday 26 May from 10am to 2pm at Bizspace, Planetary Road WV13 3SW. To make an appointment, please call 01902 200077.

Organised by the World Health Organisation, World Immunisation Week aims to highlight the collective action needed to protect people from vaccine preventable diseases. It aims to catch up the millions of children globally who missed out on vaccines during the Covid-19 pandemic and restore essential immunisation coverage to at least 2019 levels so that more children, adults and communities are protected from vaccine preventable diseases, allowing them to live happier, healthier lives.

World Immunisation Week continues until Wednesday (30 April). For more information, please visit World Immunization Week 2025.

MIL OSI United Kingdom –

April 29, 2025
MIL-OSI: Enphase Energy Enters the Solar Market in Japan with IQ8 Microinverters

Source: GlobeNewswire (MIL-OSI)

FREMONT, Calif., April 28, 2025 (GLOBE NEWSWIRE) — Enphase Energy, Inc. (NASDAQ: ENPH), a global energy technology company and the world’s leading supplier of microinverter-based solar and battery systems, today announced production shipments of IQ8™ Microinverters in Japan through a distribution agreement with ITOCHU Corporation (ITOCHU), one of the largest trading companies in the country.

Starting April 1, 2025, Tokyo became the first Japanese city to mandate rooftop solar on all new homes built by large-scale homebuilders. Tokyo’s residences typically have smaller roof areas, making rooftop solar system design challenging. Enphase IQ8 Microinverters enable flexible and scalable systems, enhancing solar production and reliability for optimized rooftop solar systems in Tokyo. Enphase microinverters feature an AC architecture that provides enhanced protection for customers in Japan.

“Enphase has solidified its position as a frontrunner in home energy management globally, and we are excited to announce that ITOCHU will now provide Enphase’s cutting-edge IQ8 Microinverters in Japan,” said Shunsuke Kawashima, general manager of the Sustainable Energy Business Department at ITOCHU. “This collaboration is a win for everyone involved, especially as Tokyo begins implementing its rooftop solar mandate on all new homes. Today, many homeowners with small roofs can’t access the benefits of solar energy due to a lack of quality solutions. Enphase IQ8 Microinverters provide a safer, reliable solution for the unique design challenges of Tokyo’s smaller roof areas, making solar possible for many more people. We’re also pleased to facilitate the Tokyo metropolitan government’s 20 yen-per-watt subsidy for homeowners who install Enphase products.”

Enphase will be launching IQ8HC™ Microinverters in Japan initially, which can manage a continuous DC current of 14 amperes and feature a peak output power of 350 VA. All Enphase IQ8 Microinverters activated in Japan come with a 25-year warranty.

“ITOCHU is an invaluable customer, and we’re thrilled to enter the market in Japan, which is a large residential solar market that values quality and service,” said Ken Fong, senior vice president and general manager of the Americas and APAC at Enphase Energy. “Microinverters will provide homeowners with excellent energy production, safety, and warranty — perfect for compact roofs even if there is partial shading. We feel confident in our collaboration with ITOCHU and look forward to the positive impact we can make together in promoting sustainable energy solutions for homeowners across the country.”

For more information, please visit the Enphase Japan website.

About Enphase Energy, Inc.

Enphase Energy, a global energy technology company based in Fremont, CA, is the world’s leading supplier of microinverter-based solar and battery systems that enable people to harness the sun to make, use, save, and sell their own power — and control it all with a smart mobile app. The company revolutionized the solar industry with its microinverter-based technology and builds all-in-one solar, battery, and software solutions. Enphase has shipped approximately 81.5 million microinverters, and approximately 4.8 million Enphase-based systems have been deployed in over 160 countries. For more information, visit https://enphase.com/.

©2025 Enphase Energy, Inc. All rights reserved. Enphase Energy, Enphase, the “e” logo, IQ, and certain other marks listed at https://enphase.com/trademark-usage-guidelines are trademarks or service marks of Enphase Energy, Inc. in the U.S. and other countries. Other names are for informational purposes and may be trademarks of their respective owners.

Forward-Looking Statements

This press release may contain forward-looking statements, including statements related to the expected capabilities and performance of Enphase Energy’s technology and products, including safety, quality, and reliability; and statements regarding the timing and availability of Enphase Energy’s products in Japan. These forward-looking statements are based on Enphase Energy’s current expectations and inherently involve significant risks and uncertainties. Actual results and the timing of events could differ materially from those contemplated by these forward-looking statements as a result of such risks and uncertainties including those risks described in more detail in Enphase Energy’s most recently filed Quarterly Report on Form 10-Q, Annual Report on Form 10-K, and other documents filed by Enphase Energy from time to time with the SEC. Enphase Energy undertakes no duty or obligation to update any forward-looking statements contained in this release as a result of new information, future events or changes in its expectations, except as required by law.

Contact:

Enphase Energy

press@enphaseenergy.com

This press release was published by a CLEAR® Verified individual.

The MIL Network –

April 29, 2025
MIL-OSI: Sunrun Installs Solar Projects at Three Affordable Apartment Communities in Southern California, Providing Energy Bill Savings to 800 Renters

Source: GlobeNewswire (MIL-OSI)

SAN FRANCISCO, April 28, 2025 (GLOBE NEWSWIRE) — Sunrun (Nasdaq: RUN), the nation’s leading provider of clean energy as a subscription service, today announced three new solar installations at affordable apartment communities in Orange County, California. Collectively, the new rooftop solar projects will provide monthly utility bill savings to approximately 800 low-income residents.

Sunrun installed the solar systems in partnership with affordable housing providers at Arroyo Vista, Villa Plumosa, and Yorba Linda Palms apartment complexes. In total, the systems will provide 748 kilowatts of electricity, offsetting approximately 80% to 90% of the communities’ energy usage. All three projects are located in California’s 40th Congressional District, which U.S. Rep. Young Kim represents.

“Rooftop solar energy in affordable housing communities I represent lowers utility bills for hardworking families struggling with rising living costs, creates local jobs here at home, and promotes U.S. energy dominance around the world,” said Rep. Young Kim. “I appreciate Sunrun’s work in our Southern California communities and will keep doing all I can to make life more affordable.”

To commemorate the three projects, Sunrun executives joined Rep. Kim, other state and county elected officials, and Eden Housing’s CEO for a ribbon cutting event at the recently completed 1,120 solar panel installation at Arroyo Vista apartment complex in Mission Viejo.

“We are so proud to be cutting energy bills for hundreds of hard-working residents in Southern California,” said Sunrun President and Chief Revenue Officer Paul Dickson. “This project is another example of how Sunrun is making solar energy—and the resulting savings—available to homeowners and renters of all income levels.”

Through virtual net metering, each of the 156 apartment homes at Arroyo Vista is receiving approximately $60 in monthly energy bill savings.

“Affordable housing is deeply needed in this part of Southern California and we are grateful to partner with Sunrun to make Arroyo Vista even more affordable for our residents through energy bill savings,” said Linda Mandolini, president and CEO of Eden Housing. “Supporting clean energy while also helping families stretch their hard-earned dollars is a win-win collaboration for our communities.”

Due to energy inflation and three years of approved utility rate hikes for San Diego Gas & Electric, Arroyo Vista residents will likely save even more over time. Over the next 20 years, Sunrun’s solar installation at Arroyo Vista is projected to collectively save the low-income renters over $3.5 million on their electric bills.

“When you’re on a fixed income, every penny counts, which is why I was especially happy to see the $60 savings on my power bill each month,” said Arroyo Vista resident Lametrius Freeman. “It feels great to be saving money and helping the environment at the same time. We’re grateful that Eden Housing and Sunrun made it possible.”

The solar installation at the Villa Plumosa apartment complex, located in Yorba Linda, is also completed and operating, providing 76 affordable apartment homes with nearly $60 in monthly energy bill savings through virtual net metering. The new solar project at nearby Yorba Linda Palms will be operational this summer and will provide the complex’s 44 affordable apartment homes with over $75 in monthly energy savings.

The projects participated in the state’s Solar On Multifamily Affordable Housing (SOMAH) program and the Low-Income Communities Investment Tax Credit (ITC) program, allowing residents to enjoy the benefits of solar energy at no cost to them. State funding for the three projects comes from polluters who purchase greenhouse gas allowances under the state’s cap-and-trade program.

“SOMAH projects bring affordable, clean energy to hard working families who need it most, by significantly cutting monthly electricity bills,” said Lawrence Goldenhersh, President of the Center for Sustainable Energy, one of the SOMAH program administrators. “By lowering energy costs, we’re helping parents keep their homes running, care for their children, and protect their family’s health — creating lasting stability and opportunity for communities across California.”

Sunrun currently serves more than 21,000 households in low-income multifamily properties. The solar projects create economic activity in their respective communities through significant investments at the time of installation, employment, and the ongoing financial benefits provided to renters.

About Sunrun
Sunrun Inc. (Nasdaq: RUN) revolutionized the solar industry in 2007 by removing financial barriers and democratizing access to locally-generated, renewable energy. Today, Sunrun is the nation’s leading provider of clean energy as a subscription service, offering residential solar and storage with no upfront costs. Sunrun’s innovative products and solutions can connect homes to the cleanest energy on earth, providing them with energy security, predictability, and peace of mind. Sunrun also manages energy services that benefit communities, utilities, and the electric grid while enhancing customer value. Discover more at www.sunrun.com.

Media Contact
Wyatt Semanek
Director, Corporate Communications
press@sunrun.com

Investor & Analyst Contact
Patrick Jobin
SVP, Deputy CFO & Investor Relations Officer
investors@sunrun.com

Photos accompanying this announcement are available at:

https://www.globenewswire.com/NewsRoom/AttachmentNg/74b9767f-3acc-44a2-841b-7625790af8f4

https://www.globenewswire.com/NewsRoom/AttachmentNg/2de7b9c4-7029-485a-832b-fe1a7d294364

https://www.globenewswire.com/NewsRoom/AttachmentNg/c9760a53-6f61-4415-bd86-43cd863e6331

The MIL Network –

April 29, 2025
MIL-OSI: Franklin Electric Declares Quarterly Dividend of $0.265 Per Share

Source: GlobeNewswire (MIL-OSI)

FORT WAYNE, Ind., April 28, 2025 (GLOBE NEWSWIRE) — Franklin Electric Co., Inc. (NASDAQ: FELE) announced today that its Board of Directors declared a quarterly cash dividend of $0.265 per share payable May 22, 2025, to shareholders of record on May 8, 2025.

About Franklin Electric
Franklin Electric is a global leader in the production and marketing of systems and components for the movement of water and energy. Recognized as a technical leader in its products and services, Franklin Electric serves customers around the world in residential, commercial, agricultural, industrial, municipal, and fueling applications. Franklin Electric is proud to be named in Newsweek’s lists of America’s Most Responsible Companies and Most Trustworthy Companies for 2024 and America’s Climate Leaders 2024 by USA Today.

“Safe Harbor” Statement under the Private Securities Litigation Reform Act of 1995. Any forward-looking statements contained herein, including those relating to market conditions or the Company’s financial results, costs, expenses or expense reductions, profit margins, inventory levels, foreign currency translation rates, liquidity expectations, business goals and sales growth, involve risks and uncertainties, including but not limited to, risks and uncertainties with respect to general economic and currency conditions, various conditions specific to the Company’s business and industry, weather conditions, new housing starts, market demand, competitive factors, changes in distribution channels, supply constraints, effect of price increases, raw material costs, technology factors, integration of acquisitions, litigation, government and regulatory actions, the Company’s accounting policies, future trends, epidemics and pandemics, and other risks which are detailed in the Company’s Securities and Exchange Commission filings, included in Item 1A of Part I of the Company’s Annual Report on Form 10-K for the fiscal year ending December 31, 2024, Exhibit 99.1 attached thereto and in Item 1A of Part II of the Company’s Quarterly Reports on Form 10-Q. These risks and uncertainties may cause actual results to differ materially from those indicated by the forward-looking statements. All forward-looking statements made herein are based on information currently available, and the Company assumes no obligation to update any forward-looking statements.

The MIL Network –

April 29, 2025
MIL-OSI: Rigetti Granted Air Force Office of Scientific Research Award to Further Develop Breakthrough Chip Fabrication Technology

Source: GlobeNewswire (MIL-OSI)

The $5.48 million Rigetti-led consortium will include Iowa State University, the Royal Melbourne Institute of Technology, the University of Connecticut, and Lawrence Livermore National Laboratory. The project aims to develop a deeper understanding of how Rigetti’s novel chip fabrication process, Alternating-Bias Assisted Annealing (ABAA), reduces defects in superconducting qubits.

BERKELEY, Calif., April 28, 2025 (GLOBE NEWSWIRE) — Rigetti Computing, Inc. (Nasdaq: RGTI) (“Rigetti” or the “Company”), a pioneer in full-stack quantum-classical computing, announced today that it was granted an Air Force Office of Scientific Research award to further develop its breakthrough chip fabrication technology, Alternating-Bias Assisted Annealing (ABAA). The $5.48 million Rigetti-led consortium, including Iowa State University, the Royal Melbourne Institute of Technology, the University of Connecticut, and *Lawrence Livermore National Laboratory (LLNL), aims to develop a detailed understanding of how ABAA impacts the chip on a microscopic level — which will shed light on defects in superconducting qubits and open new avenues for understanding and mitigating them.

Addressing defects in superconducting qubits is a fundamental challenge in building large-scale fault-tolerant quantum computers. Last year, Rigetti introduced ABAA which entails applying a series of alternating low-voltage pulses at room temperature to the oxide barrier of the Josephson junction, a critical part of Rigetti’s superconducting qubits. Rigetti researchers discovered that this technique enables qubit frequencies to be precisely targeted prior to chip packaging. This improves the fidelity of two-qubit gates and the scalability of the technology. Unlike more complicated solutions that address the problem of tuning frequency, which often require laser trimming of the chip, ABAA is a simple and scalable process that only requires sending pulses of voltage to the chip.

Rigetti devices that have been manufactured leveraging ABAA show a reduction in two-level systems (TLSs). TLSs are defects in a qubit’s material that impact qubit performance by pulling energy from the qubit or dephasing it. Ultimately, understanding the effects of ABAA on TLSs will lay the groundwork for scaling the fabrication of superconducting quantum devices and other applications that rely on amorphous materials in tunnel junctions and dielectrics.

“This project gives us access to the resources and expertise to unlock the full potential of ABAA and gain a foundational understanding of defects in superconducting qubits,” says Dr. Subodh Kulkarni, Rigetti CEO. “We already know that superconducting qubits have advantages in speed and scalability. Deepening our knowledge of superconducting qubit defects puts us in an even better position to scale our systems with improved performance.”

Rigetti continues to support the U.S. Government’s commitment to maintaining quantum computing leadership and advancing the field. Rigetti was recently selected to participate in DARPA’s Quantum Benchmarking Initiative, which aims to determine if any approach to quantum computing can achieve utility-scale operation by 2033.

*Funded separately though Laboratory for Physical Sciences, University of Maryland

About Rigetti
Rigetti is a pioneer in full-stack quantum computing. The Company has operated quantum computers over the cloud since 2017 and serves global enterprise, government, and research clients through its Rigetti Quantum Cloud Services platform. In 2021, Rigetti began selling on-premises quantum computing systems with qubit counts between 24 and 84 qubits, supporting national laboratories and quantum computing centers. Rigetti’s 9-qubit Novera™ QPU was introduced in 2023 supporting a broader R&D community with a high-performance, on-premises QPU designed to plug into a customer’s existing cryogenic and control systems. The Company’s proprietary quantum-classical infrastructure provides high-performance integration with public and private clouds for practical quantum computing. Rigetti has developed the industry’s first multi-chip quantum processor for scalable quantum computing systems. The Company designs and manufactures its chips in-house at Fab-1, the industry’s first dedicated and integrated quantum device manufacturing facility. Learn more at www.rigetti.com.

Rigetti Computing Media Contact
press@rigetti.com

Cautionary Language and Forward-Looking Statements
Certain statements in this communication may be considered “forward-looking statements” within the meaning of the federal securities laws, including but not limited to, expectations with respect to the Company’s business and operations, including its expectations related to the Air Force Office of Scientific Research award and work with Iowa State University, the Royal Melbourne Institute of Technology, the University of Connecticut, and Lawrence Livermore National Laboratory to develop a detailed understanding of how Alternating-Bias Assisted Annealing (ABAA) impacts the chip on a microscopic level, unlocking ABAA’s full potential, and expectations that deepening knowledge of superconducting qubit defects improves Rigetti’s position to scale systems with improved performance. Forward-looking statements generally relate to future events and can be identified by terminology such as “commit,” “may,” “should,” “could,” “might,” “plan,” “possible,” “intend,” “strive,” “expect,” “intend,” “will,” “estimate,” “believe,” “predict,” “potential,” “pursue,” “aim,” “goal,” “outlook,” “anticipate,” “assume,” or “continue,” or the negatives of these terms or variations of them or similar terminology. Such forward-looking statements are subject to risks, uncertainties, and other factors which could cause actual results to differ materially from those expressed or implied by such forward-looking statements. These forward-looking statements are based upon estimates and assumptions that, while considered reasonable by Rigetti and its management, are inherently uncertain. Factors that may cause actual results to differ materially from current expectations include, but are not limited to: Rigetti’s ability to achieve milestones, technological advancements, including with respect to its roadmap, help unlock quantum computing, and develop practical applications; the ability of Rigetti to complete ongoing negotiations with government contractors successfully and in a timely manner; the potential of quantum computing; the ability of Rigetti to obtain government contracts and the availability of government funding; the ability of Rigetti to expand its QCS business; the success of Rigetti’s partnerships and collaborations; Rigetti’s ability to accelerate its development of multiple generations of quantum processors; the outcome of any legal proceedings that may be instituted against Rigetti or others; the ability to continue to meet stock exchange listing standards; costs related to operating as a public company; changes in applicable laws or regulations, including taxes and tariffs; the possibility that Rigetti may be adversely affected by other economic, business, or competitive factors; Rigetti’s estimates of expenses and profitability; the evolution of the markets in which Rigetti competes; the ability of Rigetti to execute on its technology roadmap; the ability of Rigetti to implement its strategic initiatives, expansion plans and continue to innovate its existing services; disruptions in banking systems, increased costs, international trade relations, political turmoil, natural catastrophes, warfare, and terrorist attacks; and other risks and uncertainties set forth in the section entitled “Risk Factors” and “Cautionary Note Regarding Forward-Looking Statements” in the Company’s Annual Report on Form 10-K for the year ended December 31, 2024, and other documents filed by the Company from time to time with the SEC. These filings identify and address other important risks and uncertainties that could cause actual events and results to differ materially from those contained in the forward-looking statements. Forward-looking statements speak only as of the date they are made. Readers are cautioned not to put undue reliance on forward-looking statements, and the Company assumes no obligation and does not intend to update or revise these forward-looking statements other than as required by applicable law. The Company does not give any assurance that it will achieve its expectations.

The MIL Network –

April 29, 2025
MIL-OSI United Kingdom: Cost of living boost for millions as prescription charges frozen
Source: United Kingdom – Government Statements

Press release

Cost of living boost for millions as prescription charges frozen

Millions of patients are getting a cost of living boost as the government freezes prescription charges for the first time in three years.
NHS prescription charges in England will be frozen for the first time in three years, keeping the cost of a prescription below a tenner.

The decision means £18 million saving to help with cost of living for millions who regularly pay for prescriptions as the government delivers security for working people through its Plan for Change.

Freeze comes weeks after this government agreed record investment for community pharmacies to fund local services for patients.

Millions of people across the country will see the cost of their prescriptions frozen for the first time in three years from today – as the government puts money back into the pockets of working people as it delivers on the Plan for Change.

The move will save patients around £18 million next year – keeping prescriptions under the cost of a tenner, at £9.90 for a single charge. Those who are already exempt from paying their prescription will continue to be so.

Three month and annual prescriptions prepayment certificates will also be frozen for 2025/26.

Annual charges can be made in instalments meaning those requiring regular medicines will be able to get them for just over £2 a week.

The prescription charge freeze builds on wider government action to tackle the cost of living crisis, including the rollout of free breakfast clubs, expanded childcare through 300 new school-based nurseries, lowering the cost of school uniforms, and extending the fuel duty freeze – all aimed at easing financial pressures on families across the country.

Secretary of State for Health and Social Care, Wes Streeting, said:

This government’s Plan for Change will always put working people first, and our moves today to freeze prescription charges will put money back into the pockets of millions of patients.

Fixing our NHS will be a long road – but by working closer with our pharmacies we’re saving money and shifting care to the community where it’s closer to your home.

We made the difficult but necessary choices at the Budget to fund moves like this and change our NHS so it can once again be there for you when you need it.

The announcement follows news last month of the government agreeing funding with Community Pharmacy England worth an extra £617 million over 2 years.

And the investment comes alongside reforms to deliver a raft of patient benefits, as part of the government’s agenda to shift the focus of care from hospitals into the community, so that people can more easily access care and support on their high streets.

This freeze is only possible thanks to the government’s difficult but necessary choices at the Budget to bring in a £26 billion boost to the health service.

Chancellor of the Exchequer, Rachel Reeves, said:

We promised to build an NHS fit for the future, and that started with the £26 billion funding boost I delivered at the Budget, to repair and improve the many vital services it provides.

Since then, waiting lists are falling, staff are better paid and supported, and today, £18 million has been kept in patient’s pockets by freezing prescription charges – easing the cost of living through our Plan for Change, delivering for all.

Jonathan Blades, Head of Policy at Asthma + Lung UK, said:

The freezing of prescription charges is a welcome first step and will provide some short-term relief for people with lung conditions during the ongoing cost of living crisis. Living with a long-term lung condition like asthma and chronic obstructive pulmonary disease (COPD) is expensive and rising prescription costs only make it harder for people to manage their condition and stay well.

Around 89% of prescriptions in England are already dispensed free of charge to children, over-60s, pregnant women, and those with certain medical conditions. This freeze will not impact that scheme.

In addition to the freeze on charges, the NHS low income scheme offers help with prescription payments, with free prescriptions for eligible people in certain groups such as pensioners, students, and those who receive state benefits or live in care homes.

Alongside action to rebuild the NHS, the government’s Plan for Change is focused on growing the economy to improve living standards across the country. This further freeze will only improve that.

Notes to editors:

NHS prescription charges apply in England only

A 3-month prescription prepayment certificate (PPCs) will be frozen at £32.05 and a 12 month PPCs will remain at £114.50.

Groups exempt from prescription charges include:

o   Children under 16 and those in full-time education aged 16-18

o   People aged 60 and over

o   Pregnant women and those who have had a baby in the last 12 months

o   People with specified medical conditions like diabetes or cancer and have valid exemption certificates

o   Those receiving qualifying benefits including Universal Credit (with criteria)

o   NHS inpatients

The freeze will also apply to NHS wigs and fabric supports; these prices will remain at current levels:

·       Surgical brassiere                        £32.50

·       Abdominal or spinal support    £49.05

·       Stock modacrylic wig                 £80.15

·       Partial human hair wig £212.35

·       Full bespoke human hair wig    £310.55

Patients on a low income, who do not qualify for an exemption, can apply for help with help costs through application to the NHS Low Income Scheme. People can check whether they are eligible for help here.

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Updates to this page

Published 28 April 2025
MIL OSI United Kingdom –
April 29, 2025
MIL-OSI United Kingdom: Summit held to make housing more accessible

Source: Scotland – City of Edinburgh

An event held last week (Tuesday 22 April) at the City Chambers brought together the Council and partners to take steps toward building, adapting, and finding accessible homes across the Capital.

Hosted by the City of Edinburgh Council, the Accessible Housing Summit convened representatives from the third sector, housing associations and the private sector.

Through a series of roundtable discussions, participants explored three key areas: delivering new accessible homes, improving access to existing housing, and ensuring the best use of homes already available.

The event builds on insights from the 2022 Accessible Housing Study and feedback gathered from tenants, residents and partners gathered during consultations on the Council’s draft Local Housing Strategy.

In a tangible step forward, the Council recently began construction on a new residential development in Newington. Once complete, the site will provide 19 modern, fully wheelchair accessible homes available for social rent.

Attendees will now consider what actions can be taken forward to address improving access to information, advice on accessible housing and planning for new accessible homes in Edinburgh.

Housing, Homelessness and Fair Work Convener Lezley Marion Cameron said:

As Edinburgh’s population grows and changes, so do the housing needs of our residents. We must therefore strive to ensure that everyone – irrespective of their health circumstances and accessibility requirements – has a home they can live in with dignity and comfort.

Whilst this is a national issue, the City of Edinburgh Council faces unique challenges, including being landlord of a high number of older, flatted properties which can often be harder and costly to adapt.

It is vital for us to understand the nature, context, and complexity of the barriers to providing fully accessible housing and to work closely and collaboratively with our partners and organisations leading this crucial work to deliver the accessible housing our citizens need now and in the future.

Published: April 28th 2025

MIL OSI United Kingdom –

April 29, 2025
MIL-OSI United Kingdom: Ofsted visit highlights progress in Children’s Services
Source: City of Liverpool

Ofsted has published the findings of its latest monitoring visit of Children’s Services at Liverpool City Council.

The inspection, which took place in March 2025, focused on:
- Response to children at risk from exploitation or going missing from home or care, including assessment and planning for those children.
- Response to disabled children, including assessment and planning for those children.
- Supervision of social workers.
It found that there has been a significant improvement in the response to disabled children since March 2023, which caseloads for social workers reduced by half and increased management capacity in the team.

They report that disabled children “now benefit from thorough assessments and plans which support them and their families effectively” with risks “promptly recognised and responded to”, and social workers devoting time to “sensitively communicating with children to understand their wishes and feelings”.

They also note that the immediate response to children who go missing from home or care has also improved, noting that social workers are “persistent in their efforts to talk to children when they return home, to explore why they went missing” and that this information is used to try and reduce the risk of children going missing again.

They also found that leaders are working at pace to address issues with children at risk not always being promptly identified and referred by partner agencies, with work under way on developing a more coordinated approach to enable earlier intervention and support for vulnerable children at risk of exploitation.

They concluded that timely action is usually taken to protect children at risk of exploitation and criminality, and work is under way to address the small number of strategy discussions that are delayed.

There is also praise for children and family assessments, which “have improved in quality”, with partner agencies contributing well to them and “children’s wishes and views are sensitively sought and considered by social workers, who take the time and effort to truly know and understand children’s needs”.]

They also found “some improvement” in the quality of child in need and children protection plans, although the understanding and analysis of risks is described as “variable”.

Other improvements noted include:
- Case supervision is starting to improve in quality and is now more reflective and focuses on children’s experiences, with management training starting to have a positive impact.
- Regular and detailed reporting to the improvement board and scrutiny committee is providing the necessary challenge to drive improvement plans forward.
The inspection also noted that staff told inspectors that there have been “significant improvements” over the last two years, with reduced caseloads and social workers feeling safer and better able to deliver quality social work.

Ofsted said: “They welcome improved communication from leaders about plans, and value the regular employee forum and the two-way communication it facilitates. Social workers say they feel happy, motivated and well supported in their work in Liverpool, describing themselves as ‘being part of a family’.”

Councillor Liz Parsons, Cabinet Member for Children’s Services, said: “This monitoring visit highlights the progress we have made over the last two years, and that we are addressing areas that need improvement.

“Our staff are absolutely committed to delivering the very best services for children and young people in Liverpool, and I would like to thank them for their hard work which is making a positive difference to the lives of the most vulnerable every single day.

“Improving Children’s Services is a journey that takes time, and our ambition is to get to a position where we are delivering an outstanding service, as well as becoming a UNICEF Child Friendly City putting young people at the forefront of decision making. I firmly believe we are on track to achieve both.”

The full report can be read here.
MIL OSI United Kingdom –
April 29, 2025
MIL-OSI USA: UConn to Offer Housing Option Near Hartford Campus Starting in Fall 2025

Source: US State of Connecticut

UConn Hartford will be able to offer student housing near its downtown campus starting this fall, a year ahead of its planned opening of a larger and permanent student housing development nearby.

UConn’s Board of Trustees recently approved plans to lease studio and one-bedroom apartments in The Donaghue at 525 Main St., to accommodate up to 57 students in the 2025-2026 academic year. That newly renovated building is across the street from the Hartford Public Library and just a few minutes from the campus.

The University will offer the apartments for student housing through Residential Life, acclimating students to the concept of living near the campus so they can easily transition next year to the permanent housing under development at 64 Pratt St.

The housing complements the planned opening of a new café this fall in the Hartford Times campus headquarters building, where food will be available for purchase with UConn meal plans or à la carte by members of the University community and the public.

Students who live in the apartments in The Donaghue building will be able to opt for a UConn meal plan that includes either five or 10 meals per week, plus $50 in dining points per semester.

Nathan Fuerst, UConn’s vice president for student life and enrollment, said at a recent Board of Trustees meeting that offering the apartments near UConn Hartford has many benefits both for the students and for the campus itself.

“The housing option will help students develop a strong sense of community and build momentum moving into the coming year as we prepare to open the housing on Pratt Street,” Fuerst said. “We’re very excited to be able to offer a housing opportunity even earlier than we anticipated, and we look forward to strong interest.”

Providing the option also will help ease some space constraints at UConn Storrs, since UConn Hartford students who currently live in Storrs dorms will get first dibs on The Donaghue apartments closer to their home campus.

“UConn Hartford’s new café and its student housing plans are examples of the University’s commitment to partnering with the City of Hartford and adding to its economic, social, and cultural vibrancy,” said Mark Overmyer-Velázquez, UConn Hartford’s dean and chief administrative officer.

UConn plans to offer about 200 beds of student housing starting in August 2026 in a building called The Annex at the corner of Pratt and Trumbull streets in downtown Hartford, not far from the campus.

UConn has been working for the past several years to deepen its ties with the capital city, where the University also recently opened an academic and research facility in a building that fronts the XL Center on Trumbull Street.

UConn opened the Hartford campus downtown in 2017, and has worked since then to position it as a centerpiece of a thriving capital city by bringing people downtown to learn, live, and support the regional economy.

Interest in student housing has grown along with the campus population. UConn Hartford’s undergraduate enrollment has increased steadily since fall 2017, and an increasing number of students are choosing to start their UConn careers there.

MIL OSI USA News –

April 29, 2025
MIL-OSI USA: Neag School Alums Take Their Teaching Skills Abroad, Changing Students’ Lives Around the World

Source: US State of Connecticut

UConn Neag School of Education alumni Jessica Stargardter ’16 (ED), ’17 MA; Gabriel Castro ’14 (ED), ’15 MA; Nicole Holland Kew ’09 (ED), ’10 MA; and Yurah Robidas Emmenegger ’09 (ED), ’09 (CLAS), ’10 MA; have each embarked on remarkable journeys as educators, spanning continents and cultures. From their foundations at UConn to classrooms across the world, their careers highlight the transformative power of teaching beyond borders.

“Time after time, our UConn participants have told me that studying and teaching abroad has been one of the most profound experiences of their lives,” says Doug Kaufman, the Neag School’s director of global education and an associate professor of curriculum and instruction. “I see it, too. Moving away from familiar and comfortable contexts has taught them how to recognize the diverse and powerful gifts that their students at home bring into the classroom.

“Working abroad develops cultural awareness, empathy, humility, and an expanded sense of possibility when working with students. Our teachers learn how to learn from their students and advocate for them all.”

Stargardter’s passion for gifted education led her from Connecticut to Panama, Singapore, and Finland, shaping her global perspective. She says her experiences reinforce her belief in education as a universal force for change, transcending cultural and linguistic differences.

Working abroad develops cultural awareness, empathy, humility, and an expanded sense of possibility when working with students. Our teachers learn how to learn from their students and advocate for them all. &#8212 Doug Kaufman, Neag School’s director of global education

Castro’s path to teaching went from Puerto Rico to Colombia, Costa Rica, and Taiwan, and he has embraced each opportunity with curiosity and openness. His teaching philosophy is rooted in adaptation and connection, ensuring meaningful relationships with students regardless of geography. As he prepares for fatherhood, he looks forward to the next chapter of his journey.

For Kew, London became home. A study abroad trip led to a life-changing move across the Atlantic, where she has spent over a decade teaching and raising a family. Balancing work and her personal life, she cherishes her role as an educator in a diverse, evolving community.

Emmenegger’s love for language and culture brought her from Connecticut to France, Portugal, and Switzerland. Teaching French and German in international schools, she exemplifies resilience and adaptability, proving that a commitment to education can create opportunities in unexpected places.

Together, their stories illustrate the boundless impact of teaching, and the unique paths educators take to inspire students worldwide.

Reconnecting with Family Roots

From Connecticut to Puerto Rico, Colombia, Costa Rica, and now Taiwan, every step of Gabriel Castro’s ’14 (ED), ’15 MA journey has been driven by curiosity, a love for teaching, and an openness to change. (Photo courtesy of Gabriel Castro)

Education wasn’t Castro’s first choice — he entered UConn as a psychology major, uncertain of his career path. However, a mentorship role in a First-Year Experience course changed everything. Standing before a classroom, guiding new college students, he realized teaching was what he was meant to do.

After graduating from the Neag School, he took his first teaching position in Puerto Rico, reconnecting with his roots. His mother had spent much of her childhood moving between Puerto Rico and Connecticut, and teaching at a K-12 school immersed him in a close-knit community.

Three years in Puerto Rico deepened his love for international teaching and inspired him to explore the other half of his heritage. His father had emigrated from Colombia, and Castro wanted to experience the country firsthand. Moving to Colombia, he found a vibrant culture, rich with music festivals, soccer, and breathtaking landscapes. It was there he met his wife, Kismeth, a fellow international teacher from New York. He says their shared passion for education and adventure brought them together.

They had intended to take a sabbatical year traveling through South America, but the COVID-19 pandemic reshaped their plans. With borders closing, they found temporary teaching positions in Costa Rica. Castro stepped in as a last-minute math teacher, navigating virtual classes, hybrid schedules, and masked interactions. Despite the challenges, Costa Rica was a paradise.

My years of adapting to different educational environments had prepared me well. &#8212 Gabriel Castro ’14 (ED), ’15 MA

“With tourism at a standstill, nature thrived,” he says. “Sloths and monkeys roamed undisturbed, and sunsets painted the sky in hues of gold and crimson.”

As the world reopened, they faced their next big decision. Asia had always intrigued them, and Taiwan offered everything they wanted — an excellent school, a safe environment, and a strong culture of hiking, cycling, and running.

Moving to Taiwan was a leap of faith but quickly felt like home. While the language barrier existed outside the classroom, Castro found his ability to connect with students transcended words.

“My years of adapting to different educational environments had prepared me well,” he says.

From Connecticut to Puerto Rico, Colombia, Costa Rica, and now Taiwan, every step of his journey has been driven by curiosity, a love for teaching, and an openness to change. His classroom now extends beyond four walls, spanning countries, cultures, and languages, and he is preparing for an exciting new personal chapter: fatherhood.

“I have an 11-month-old puppy, so I feel like I’ve been practicing in a way,” he says. “It’s a steep learning curve! But I’m excited to see how we can continue traveling with a baby and incorporating her into our adventures.”

Finding Love While Abroad

“It’s the children, really. Seeing them progress, mature, but still retain that spark of who they are — it’s special,” says Nicole Holland Kew ’09 (ED), ’10 MA. (Photo courtesy of Nicole Holland Kew)

Fourteen years into her teaching career — first in Connecticut and then in London — Kew still finds joy in watching her students grow.

“It’s the children, really,” she says. “Seeing them progress, mature, but still retain that spark of who they are — it’s special.”

Having spent 10 years at the same London school, she has become deeply embedded in the community. She gets to know families, watches siblings pass through her classroom, and shares their triumphs and struggles.

“Teaching wasn’t just a job; it was a life woven into the fabric of so many others,” she says.

Her path to teaching began in high school when she worked at an after-school program at her former elementary school in Connecticut. Later, as a camp director at a nature center, she solidified her love for mentoring. Her mother had always dreamed of being a teacher but never pursued it.

Teaching wasn’t just a job; it was a life woven into the fabric of so many others. &#8212 Nicole Holland Kew ’09 (ED), ’10 MA

“Maybe in a way, I was fulfilling that dream for both of us,” Kew says.

A single decision changed her trajectory. Studying abroad in London while at the Neag School was supposed to be an adventure — an opportunity to explore a city she had loved since a family trip at 13. She hadn’t expected to meet her future husband just weeks into the program.

They met in a pub, a chance encounter that turned into a long-distance relationship. After navigating time zones and transatlantic flights, they decided to marry. With her husband’s career established in London and the UK actively recruiting teachers, it made sense for Kew to move.

Adjusting to teaching in England came with challenges. In Connecticut, Kew had more autonomy in her teaching, while curriculum and behavior management were standardized in London. Leadership opportunities came more readily, and she briefly considered administration but loved being in the classroom too much.

Balancing work and family was another challenge. With four children — two daughters, 6 and 4, and toddler twins — her hands are full.

“Honestly,” she says, “going to work feels like a break compared to being home!”

London has become home in ways she never expected. During the uncertainty of the COVID-19 pandemic, she and her husband considered moving to the U.S. to be closer to her family, but something always held them back. London has given her a life she cherishes, a career she loves, a community she belongs to, and — most importantly — a family she has built from the ground up.

Focused on All Things French

Yurah Robidas Emmenegger ’09 (ED), ’09 (CLAS), ’10 MA says her Neag School education instilled adaptability, an open-minded approach to curricula, and a hands-on teaching philosophy. These lessons help her navigate unfamiliar school systems and cultural differences with confidence. (Photo courtesy of Yurah Robidas Emmenegger)

Emmenegger, who taught for 15 years in Connecticut and now teaches in France, first became interested in education while teaching piano and tutoring in high school. With a mother who was also a teacher, it felt natural.

“It just made sense that I would become a teacher,” she says.

Growing up in Bristol and Plainville, Emmenegger developed a love for French through her mother, who had lived in Switzerland and Portugal.

“She sang to us in French as kids,” Emmenegger says. “In high school, I jumped at the chance to study it.”

A summer program in France in 2007 and the Neag School’s study abroad program in London during her master’s year of the Integrated Bachelor’s/Master’s teacher education program deepened her passion for language and curriculum planning.

My marriage, career, and worldview have all been shaped by this journey. While I still hope for a French teaching position, I know I am exactly where I am meant to be. &#8212 Yurah Robidas Emmenegger ’09 (ED), ’09 (CLAS), ’10 MA

After graduating, she taught French in Ellington, for three years but longed to live in France. She joined the French government’s teaching assistant program and was placed in Monté, where she lived with international assistants and did a weekly language exchange with another teacher. She spoke in English for half an hour for the language exchange to help the other teacher improve his English communication skills. Then, the other half specifically worked on improving her grammar.

Since she couldn’t teach French in France, Emmenegger explored other opportunities. Her mother’s past in Portugal led her there for Christmas, where she fell in love with the country and found a teaching job. But her journey took an unexpected turn — she met her future husband in Switzerland. When the world shut down in 2020, they spent months apart. Determined to be together, they married in May 2021, and, by July, she had moved to Switzerland.

Finding a teaching job there was challenging. She took a role at a private school, but it wasn’t the right fit.

She joined the International School of Basel (ISB), but no French positions were available. Expanding her search, she took a six-month role at a Swiss public school, but left after half a year.

ISB welcomed her back with an unexpected offer: teaching beginner German. Having learned German just two years earlier through Duolingo and night classes, she thought the interview offer was a joke. But ISB encouraged her. She took the leap and found herself in a supportive, engaging environment. ISB promised her priority for the next French opening, but no one wanted to leave — a testament to the school’s quality.

Despite career uncertainties, Emmenegger and her husband were building a life together. He was teaching while finishing his studies, and they navigated the challenges of being an international couple.

“You have to be open to moving,” she says. “Each time I relocated, I rebuilt my support system, making me appreciate my deep connections back home even more.”

She says her Neag School education instilled adaptability, an open-minded approach to curricula, and a hands-on teaching philosophy. These lessons helped her navigate unfamiliar school systems and cultural differences with confidence.

For those who love studying abroad, Emmenegger encourages taking the next step and teaching internationally, as she has no regrets.

“My marriage, career, and worldview have all been shaped by this journey,” she says. “And while I still hope for a French teaching position, I know I am exactly where I am meant to be.”

From UConn to Global Classrooms

Jessica Stargardter’s ’16 (ED), ’17 MA teaching journey included a year in Finland as a Fulbright Scholar, during which time she researched teacher evaluations in the country’s globally recognized education system. (Photo courtesy of Jessica Stargardter)

Stargardter’s journey as an educator has been extraordinary, spanning continents and shaping her perspective on the transformative power of teaching. After graduating from the Neag School, she began her career in Connecticut, teaching in Greenwich Public Schools before moving to Norwalk. There, she discovered her passion for gifted and talented education, an interest sparked during her time at UConn, where she worked at the Renzulli Center for Creativity, Gifted Education, and Talent Development.

“I started filing papers at first, but then I received a grant to conduct research,” she says, which ignited a lifelong commitment to student potential.

Stargardter’s dedication led her to teach abroad at the International School of Panama.

“It was my first experience in a traditional classroom after working across grade levels,” she says. “I felt like a first-year teacher again, but it taught me so much about myself and the world.”

She later moved to Singapore, where she found a more manageable cultural transition.

“I was in a classroom with students from all over the world, each bringing something unique,” she says. “It was challenging but incredibly rewarding.”

Teaching is more than just a profession. It’s a way to change lives, one student at a time, no matter where I teach. &#8212 Jessica Stargardter ’16 (ED), ’17 MA

Teaching abroad reinforced her belief in education’s universal impact, transcending borders and backgrounds. Reflecting on what initially drew her to teaching, Stargardter credits her third-grade teacher, Mr. Simeone.

“He gamified everything,” she says. “Learning was fun and engaging. I remember thinking I wanted to do the same for my students.”

Her teaching journey also included a year in Finland as a Fulbright Scholar, during which time she researched teacher evaluations in the country’s globally recognized education system. Initially considering a career in academia, she realized how much she missed teaching, leading her back to the classroom and eventually to her move to Panama.

Stargardter’s foundation for success was built at the Neag School, where extensive classroom experiences prepared her for any teaching environment.

“Neag gave me the tools to step into my first classroom ready to succeed,” she says, crediting the program’s diverse placements for shaping her adaptable teaching philosophy.

During her master’s year, Stargardter interned in London through one of the Neag School’s study abroad programs, working at a school for adolescents with mental health challenges. She says this experience reshaped her understanding of education, teaching her that learning extends beyond traditional classrooms.

Her journey abroad has reinforced her belief in cross-cultural education’s power to broaden perspectives.

“Teaching is more than just a profession,” she says. “It’s a way to change lives, one student at a time, no matter where I teach.”

To learn more about the Neag School’s teacher education programs, visit teachered.education.uconn.edu.

MIL OSI USA News –

April 29, 2025

Category: housing

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Notes to editors:

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Updates to this page

Reconnecting with Family Roots

Finding Love While Abroad

Focused on All Things French

From UConn to Global Classrooms